Search results for "Team climate"
showing 3 items of 3 documents
How and When Do Leaders Influence Employees' Well-Being? Moderated Mediation Models for Job Demands and Resources
2019
Following the call of recent reviews on leadership and well-being, the purpose of this study is to examine how and when two contrasting leadership styles, transformational leadership (TFL) and passive-avoidant leadership (PAL), are related to employees’ anxiety and thereby either promote or inhibit employees’ well-being. Using the prominent job demands-resources (JD-R) model as a theoretical framework, we propose that the relationship between leadership behavior and anxiety is mediated by organizational job demands, namely, role ambiguity (RA), and job resources, namely, team climate for learning (TCL), as well as moderated by autonomy as important job characteristic. A sample of 501 knowle…
Authentic leadership and team climate: testing cross-lagged relationships
2016
Purpose – The purpose of this paper is to examine the relationships between authentic leadership and team climate across 22 months. More specifically, three alternative causation models (normal, reversed, reciprocal) were tested. Design/methodology/approach – The longitudinal study was conducted among 265 Finnish municipal employees (87.5 per cent women, mean age 48.4 years). The participants completed a questionnaire three times: at baseline (T1), about 14 months after baseline (T2) and about eight months after the second questionnaire (T3). Findings – The cross-lagged analyses based on structural equation modelling lent support to the reversed causation model more than the normal causati…
Team climate, climate strength and team performance: a longitudinal study
2009
We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This sugges…