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Objective: The primary focus of the conducted study was to investigate the intricate interrelationships existing amongst team cohesion, employee motivation, and the display of innovative behavior in employees. Notably, the research endeavored to shed light on the potential mediating role exhibited by a design thinking mindset within these complex interactions. The research intended to enhance the understanding of the multifaceted dynamics fueling innovation within organizational structures and to identify viable directions for future scholarly investigations, with particular emphasis on diverse mediating factors in varied organizational environments. Method: Data for the research were procured via a comprehensive survey administered to a population of 283 employees selected from diverse innovation-centric businesses. The collected data were subjected to descriptive statistical analysis utilizing Statistical Package for the Social Sciences (SPSS). Further, the relationships amongst the study's variables, specifically team cohesion, employee motivation, and innovative behavior, with the design thinking mindset serving as a potential mediating factor, were examined employing Structural Equation Modeling (SEM) facilitated by the use of Partial Least Squares (SMART PLS). Results: The research findings delineate that the anticipated direct correlation between employee motivation and the expression of innovative behavior in employees was not statistically significant. However, it was empirically established that there exists a notable positive relationship between the level of team cohesion and the manifestation of innovative behavior. Of particular importance was the identification of a design thinking mindset as a significant mediator within these relationships, effectively augmenting the influence of team cohesion and motivation on innovative behavior. Conclusion: The conclusions derived from this research underscore the pivotal role that the cultivation of a design thinking mindset assumes within organizational strategies. This cognitive approach, when synergized with factors of team cohesion and employee motivation, has been identified as a key amplifier of innovative behavior in employees. The insights gleaned from this research bear significant implications for organizations striving to engender a robust and sustainable culture of innovation in the face of intensifying competitive pressures. Future research endeavors are encouraged to probe further into the potential mediating factors that might significantly impact innovative behavior across different organizational contexts. [ABSTRACT FROM AUTHOR]

The present study examined the associations of transformational leadership behaviors and team cohesion with the psychological health (life satisfaction, positive and negative affect, and burnout) of athletes and the indirect relationship of basic psychological needs. The sample consisted of 252 (boys) players aged between 13 and 15. The model data fit was also verified. The results demonstrated that the transformational leadership behaviors of coaches were indirectly related to athletes' psychological health. Team cohesion was related to athletes' psychological health both directly and indirectly. Basic psychological needs played an indirect role in these relationships. Transformational leadership and team cohesion have important implications for the healthy development of young people. [ABSTRACT FROM AUTHOR]

Purpose: Drawing on social learning theory, the purpose of this study is to examine the relationship between team cohesion and employee adaptive performance directly and through employee ambidexterity. The study also investigates the moderating role of team empowerment climate in the relationship between team cohesion and employee adaptive performance. Design/methodology/approach: Time-lagged data were collected in two waves from a sample of 212 employees from 43 teams working in software houses in Pakistan. R (lavaan package) was used to analyze the multilevel framework. Findings: The findings reveal that both team cohesion and employee ambidexterity positively relate to employee adaptive performance. Moreover, employee ambidexterity mediates the cross-level relationship between team cohesion and employee adaptive performance. The results also support that team empowerment climate (a contextual boundary condition) moderates the direct relationship between team cohesion and employee adaptive performance. Originality/value: The primary novelty of this study lies in developing and examining a holistic conceptual framework for a multilevel model in the software industry that incorporates team cohesion (level 2) as an antecedent, employee ambidexterity (level 1) as an underlying mechanism, employee adaptive performance (level 1) as an outcome and team empowerment climate as a boundary condition (level 2). [ABSTRACT FROM AUTHOR]

Since most tasks in today's workplace involve collaboration. The popularity of individuals in the workplace has emerged as a significant and intriguing research subject. This study, utilizing social capital theory, investigates how leader popularity influences leadership effectiveness. We collected data from 156 leaders and 485 employees across various Chinese companies using a multi-source, multi-wave approach. Our findings indicate a positive relationship between leader popularity and leadership effectiveness. Team cohesion mediates the positive impact of leader popularity on leadership effectiveness. Furthermore, leader openness moderates the relationship between leader popularity and team cohesion. Leader openness moderates the indirect relationship between leader popularity and leadership effectiveness through team cohesion. This indirect relationship is stronger when leader openness is high. The study's conclusion supports integrating the concept of popularity into organizational behavior research. It also offers practical insights for organizations and leaders to enhance leadership effectiveness. [ABSTRACT FROM AUTHOR]

Team sports athletes may encounter significant stress, leading to competitive anxiety. The anxiety levels can be influenced by team behaviors and achievement goals. This study aims to investigate the relationship between team behaviors (i.e., perceptions of controlling coaching behavior and team cohesion) and competitive anxiety, and to examine the mediation effects of achievement goals (i.e., task-oriented and ego-oriented) on the relationship. A total of 298 team-handball players were involved in the study, ages ranging from 16 to 24 years old (M = 18.44, SD = 3.09). A cross-sectional research design was adopted, and structural equation modeling was utilized to analyze path coefficients and mediating effects. Findings indicated that perceptions of controlling coaching behaviors had significant positive predictions for state and somatic anxiety (β = 0.22, 0.29) and negative predictions for self-confidence (β = -0.19). Team cohesion had significant negative predictions for state anxiety (β = -0.31) and positive predictions for self-confidence (β = 0.58). In addition, ego-oriented goals play a positive mediating role in the relationship between team behaviors and competitive anxiety (β = 0.03--0.35), while task-oriented goals play a negative mediating role in the relationship between team behaviors and competitive anxiety (β = -0.18 - -0.03). In conclusion, team behaviors have a significant relationship with competitive anxiety, with achievement goals playing a mediating role among them. Therefore, to alleviate team sports athletes' competitive anxiety, it is recommended to reduce coach control behaviors, enhance team cohesion, and employ psychological training methods (e.g., mindfulness or meditation) to strengthen athletes' task-oriented goals. [ABSTRACT FROM AUTHOR]

Shared leadership is a dynamic phenomenon that has gained attention in behavioral science and management research over the last two decades. Network modeling is frequently employed to study this phenomenon, with the recent literature favoring a node-based approach over the traditional dyad-based approach. In this study, we investigate the differential impact of these approaches on shared leadership dynamics in student teams, specifically examining their effects on team task cohesion, team social cohesion, and team performance. We utilized multilevel structural equation modeling to compare node-based and dyad-based approaches in modeling shared leadership networks. Our findings indicate that increased leadership interactions positively influenced team performance and cohesion across both approaches. The dyad-based approach demonstrated a greater effect of leadership interactions on team performance, while leadership centrality significantly impacted performance exclusively in the node-based approach. This research contributes to the field by elucidating the differential impacts of node-based and dyad-based approaches, highlighting their strengths in capturing shared leadership dynamics and centrality effects. Our results underscore the critical importance of aligning theoretical foundations and research objectives with methodological choices in shared leadership studies. These insights enhance our understanding of shared leadership measurement and its implications for team outcomes, offering valuable guidance for future empirical investigations in this domain. [ABSTRACT FROM AUTHOR]

This study aims to determine the influence of Core Self Evaluation, Team Cohesion, Organizational Culture, and Agile Teamwork on Team Performance. This is a descriptive quantitative study with a sample size of 300. Data collection techniques include questionnaires and literature studies, with data analysis using multiple regression analysis. Results, the study shows that Core Self Evaluation, Team Cohesion, Organizational Culture, and Agile Teamwork significantly and positively influence Team Performance. This means the better the Core Self Evaluation, Team Cohesion, Organizational Culture, Agile Teamwork, the higher the Team Performance. Implications, This study can be a reference for organizations in forming policies and reward systems that support aspects of Core Self Evaluation, Team Cohesion, Organizational Culture, Agile Teamwork. Rewards can be given to create a positive culture, increase team cohesion, and support adaptive performance. Originality, The novelty of this study lies in the examination of Core Self Evaluation, Organizational Culture, Agile Teamwork together on team performance, conducted in the Jabodetabek area. [ABSTRACT FROM AUTHOR]

Scholars have long been intrigued by the relationship between intrateam conflict and team creativity, though findings to date have been mixed. Recent research suggests that traditional conceptualizations of intrateam conflict as a property that is shared uniformly by team members (e.g., averaging members' overall conflict perceptions), rather than a more nuanced phenomenon between individual members with unique network positions, have limited our understanding of its influences. These advances, however, have yet to be substantively applied to the intrateam conflict‐creativity literature. Accordingly, we integrate network views of conflict with creativity theory and group motivated processing models to explore how task and relationship conflicts involving critical members' (i.e., members central to a team's workflow network) influence team creative functioning beyond overall conflict perceptions. We theorize that critical member task conflict is positively associated with team creativity by way of team reflexivity, and this positive indirect effect is accentuated by team shared goals. Further, we posit that critical member relationship conflict is negatively associated with team creativity by way of reduced team cohesion, though this effect is mitigated by critical member emotional intelligence. Analyses of 70 new product development teams support most hypotheses while also highlighting interesting nuance and future research opportunities. [ABSTRACT FROM AUTHOR]

Purpose: This study explores the concept and antecedents of Intrapreneurship among Thai employees in Bangkok, Thailand. Study design/methodology/approach: The study uses an exploratory sequential mixed methodology. The data were collected from twenty-two in-depth interviews with Thai entrepreneurs and employees, followed by a survey of 648 salaried employees from Bangkok. Findings: The findings from the interviews suggested that a sense of self-belief and ownership, collaboration in a team, the immediate supervisor, certain characteristics of the job and organization, and a culture of innovation in the organization affected intrapreneurship. The quantitative survey findings confirmed that self-efficacy, entrepreneurial orientation, team cohesion, and organizational support were significantly related to intrapreneurship in Thai companies. Additionally, a split data analysis revealed that the factors affecting intrapreneurship were distinct for the male and female cohorts, whereby self-efficacy was significant in the male data, whereas entrepreneurial orientation and team cohesion were significantly related to intrapreneurship in the female data. Practical implications: The study proposes the creation of small teams, introduction of role models and internships, and creation of a platform for exchange of ideas as recommendations to encourage intrapreneurship. The study also notes that these initiatives might affect male and female intrapreneurs distinctly. Originality/value: This is the first notable mixed methods study on intrapreneurship in Thailand. The findings of this study will, therefore, help managers to encourage employees towards intrapreneurial behavior and pave the way for future research on intrapreneurship in Thailand. [ABSTRACT FROM AUTHOR]

In a case study involving three asynchronous online professional writing courses, this research investigates students' abilities to establish a social presence and build team cohesion via collaborative, team-based writing projects. Using the Community of Inquiry (COI) framework, this study is situated in the understanding that teaching and learning in higher education are not about the mere transmission of knowledge but that "teaching and learning are inherently interactive" as the terms of "community" and "inquiry" used in the framework suggest. Prior researchers have also established a clear connection between one element of the COI framework— social presence and student satisfaction in online courses. Findings from this study indicate participation in collaborative team assignments contributes to team cohesion and positively affects students' ability to establish their social presence within online environments as well as transfer their knowledge to other contexts. [ABSTRACT FROM AUTHOR]

Purpose: The research examines the relationship between transformational leadership, team cohesion, and project objectives' achievement rate in public organizations. Design/methodology/approach: The survey selected 18 offices in Poland's voivodeship capitals and included all 269 departments and faculties. Directors nominated employees for a questionnaire focusing on projects needing diverse skills. 70 employees (and projects) were selected, with 50 responding to the subsequent survey conducted via computer-assisted telephone interviewing (CATI). Findings: Understanding and implementing transformational leadership is essential in public administration for fostering team cohesion and project success. Although team cohesion is currently lacking, enhancing communication and collaboration can improve it. Transformational leadership encourages idea generation and team representation, yet its direct impact on project objectives is minimal. Public organizations should invest in leadership development to address project needs and navigate bureaucratic challenges effectively. Research limitations/implications: Limitations of research include potential self-selection bias among participants and unaccounted external variables like political pressures, funding constraints, and policy changes that could affect the relationship between leadership styles, team cohesion, and project success. Future research should address these factors for a more comprehensive understanding of effective leadership in public administration. Practical implications: Practical implications suggest investing in leadership development programs to cultivate transformational leadership qualities, fostering team cohesion, and aligning goals with organizational missions. Leaders should prioritize integrity, transparency, and accountability to navigate the unique challenges of the public sector, enhancing project performance through collaborative and supportive team environments. Social implications: Socially, promoting transformational leadership fosters collaboration and inclusivity within public organizations, enhancing team dynamics and potentially improving service delivery to the public. Encouraging leadership qualities like empowerment and transparency contributes to a more accountable and socially responsible public sector. Originality/value: This paper contributes by highlighting the significance of transformational leadership in public administration, shedding light on its positive impact on team cohesion and suggesting avenues for organizational improvement in project performance. [ABSTRACT FROM AUTHOR]

Abstract Background Team cohesion is a crucial factor when it comes to job satisfaction and turnovers. However, in Germany, economic measures for team cohesion are scarce. The aim of this study was to develop and validate an economic self-report questionnaire for measuring team cohesion in a work setting in health care. Methods The questionnaire was developed in a stepwise procedure. After item analysis, exploratory factor analysis was conducted to assess factor structure. Reliability was tested via internal consistency. To assess convergent and divergent validity, we applied the Copenhagen Psychosocial Questionnaire (COPSOQ), the Perceived Cohesion Scale (PCS), the ENRICHD Social Support Inventory (ESSI), the Effort-Reward Imbalance Scale (ERI) and the Patient Health Questionnaire (PHQ-4), respectively. Results The pilot version was tested in a sample of n = 126 adult nurses. Item analysis resulted in a total of 13 items for the final version. Exploratory factor analysis indicated a two-factor structure. Internal consistency for the two subscales was good, with α = 0.88 and α = 0.84, respectively. Convergent validity with the subscales of COPSOQ and PCS was moderate to high (r =.26– r =.64). For divergent validity, correlations with the ESSI were low (r =.01– r = -.09). We further found significant correlations with depression symptoms (r=-.22– r=-.37), as well as reward (ERI) (r =.41 -r =.47) and effort (ERI) (r=-.20 - r = -.24). Conclusions We developed and validated the Erlangen Team Cohesion at Work Scale (ETC), a self-report measure for team cohesion with very good psychometric properties. Due to its economic deployment, it is suitable for measuring team cohesion in work settings, especially in health care.

This study aimed to determine the relationship between narcissism and team cohesion of transformational leadership and individual sports athletes interactions. In particular, individual sports can present a model to verify the level of perception of team cohesion according to the type of record sports and martial arts sports. Transformational leadership, narcissism, and team cohesion were measured among 225 college athletes. SPSS 24.0, Amos 24.0, PROCESS Macro programs (Model No. 5) were used for data analysis. The analysis includes frequency analysis, Cronbach's alpha values, confirmatory factor analysis (CFA), Pearson's correlation, and moderating effect. Transformational leadership significantly positively affected team cohesion and narcissism. Non-narcissism also significantly positively affected team cohesion. The interaction between transformational leadership and individual athletes was significantly higher for martial arts sports. Team cohesion was also important for athletes in individual sports, thus expanding the boundaries of transformational leadership theory. To cultivate a sports team (organization), strategic sports management will be necessary to enhance team cohesion. [ABSTRACT FROM AUTHOR]

The study of adapted sports and sport psychology has gained increasing insight for both the general public and the scientific community. However, there is a limited number of studies that compare the psychological characteristics of Athletes with Disabilities (AWD) and Able- Bodied Athletes (ABA). The objectives of this study were: (1) to compare the psychological characteristics between AWD and ABA; (2) to analyze sports expertise (inexperienced vs. experts) and the type of sport (individual vs. team). A quantitative study with an associative-comparative design was conducted, involving 200 athletes of both sexes (Mage = 28.6 ± 10.2). Out of the total participants, 88 were AWD (Mage = 34.7 ± 10.7) and 114 were ABA (Mage = 23.8 ± 6.6). The results, obtained through factorial ANOVA, revealed that AWD are more motivated and exhibit better team cohesion compared to ABA. These findings remained consistent even when considering expertise and type of sport. These results contribute to raising awareness about biased or stereotypical views and promoting increased sports participation within the AWD community. In conclusion, there are differences in motivation and team cohesion favoring AWD. [ABSTRACT FROM AUTHOR]

This research aims to understand how the relationship between virtual leadership and team cohesion is mediated by the quality of communication, with team diversity as a moderating factor. Virtual teams are increasingly prevalent in modern organizations, necessitating effective leadership and communication to enhance team cohesion and performance. An online survey was conducted with 150 employees from various organizations, utilizing validated scales for virtual leadership behavior, team cohesion, communication quality, and team diversity index. Regression analysis was employed to test the hypotheses. The findings reveal that virtual leadership positively impacts team cohesion. The quality of communication partially mediates this relationship, underscoring its importance in virtual leadership. Additionally, team diversity moderates the link between communication quality and team performance. Organizations should focus on developing virtual leadership skills and enhancing communication quality to improve team cohesion and performance. Effective management of team diversity through inclusive communication can further leverage diversity benefits for high-quality team performance. [ABSTRACT FROM AUTHOR]

Although sport psychology consultants (SPCs) have reported using movie clips in the services they provide to athletes and sport teams, little attention has been given to how such clips are used, particularly in the context of team building. This paper presents practitioner guidelines for using movie clips in the context of team building by describing an intervention that was conducted with a high-performance men's intercollegiate ice hockey team. Practical considerations (i.e., timing the intervention, selecting the movie clip, and working with the movie clip during the intervention) and research/theory-based principles (i.e., emotional tagging, providing contextual information, empathic connection, and metaphorical imagery) are discussed. Reflections on the process and potential future directions are presented. [ABSTRACT FROM AUTHOR]

Purpose: The aim of the study was to analyze the influence of servant leadership on team cohesion and innovation in South Korea. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Servant leadership in South Korea fosters trust, collaboration, and open communication among team members, enhancing both team cohesion and innovation. This leadership style promotes a culture where teams work cohesively, share diverse perspectives, and engage in collective problemsolving, fostering creativity and continuous innovation. Servant leaders' emphasis on empathy and stewardship contributes significantly to creating supportive team dynamics that nurture experimentation and adaptive approaches within organizations. Unique Contribution to Theory, Practice and Policy: Social exchange theory, transformational leadership theory & social identity theory may be used to anchor future studies on influence of servant leadership on team cohesion and innovation in South Korea. Organizations can benefit by integrating servant leadership principles into leadership development programs and organizational culture. Governmental and organizational policies should incentivize and support the adoption of servant leadership practices. [ABSTRACT FROM AUTHOR]

Team cohesion, as a necessary condition for the cooperation and development of a team, has been shown to have a strong association with team performance. However, the mechanism of this internal correlation is unclear and more in-depth studies are lacking. The study aimed to explore the complex links between the dimensions of team cohesion and performance in nurses. A total of 1639 practice nurses from 118 nursing teams were included in this cross-sectional study. Data were collected using the Team Cohesion Scale (including consistency of affection, behavior, and cognition) and the Team Effectiveness Scale (including cooperation satisfaction, and task performance). Using network analysis, the team cohesion and performance network was constructed, and the strength and bridge strength of nodes were calculated. The results showed that the edges between team cohesion and performance dimensions were all positively correlated. Cooperation satisfaction and consistency of affection are the core variables in the network. Interventions targeting cooperation satisfaction and consistency of affection need to be developed at the team level to maximize team cohesion and performance among nurses. [ABSTRACT FROM AUTHOR]

Background: Team cohesion is a crucial factor when it comes to job satisfaction and turnovers. However, in Germany, economic measures for team cohesion are scarce. The aim of this study was to develop and validate an economic self-report questionnaire for measuring team cohesion in a work setting in health care. Methods: The questionnaire was developed in a stepwise procedure. After item analysis, exploratory factor analysis was conducted to assess factor structure. Reliability was tested via internal consistency. To assess convergent and divergent validity, we applied the Copenhagen Psychosocial Questionnaire (COPSOQ), the Perceived Cohesion Scale (PCS), the ENRICHD Social Support Inventory (ESSI), the Effort-Reward Imbalance Scale (ERI) and the Patient Health Questionnaire (PHQ-4), respectively. Results: The pilot version was tested in a sample of n = 126 adult nurses. Item analysis resulted in a total of 13 items for the final version. Exploratory factor analysis indicated a two-factor structure. Internal consistency for the two subscales was good, with α = 0.88 and α = 0.84, respectively. Convergent validity with the subscales of COPSOQ and PCS was moderate to high (r =.26– r =.64). For divergent validity, correlations with the ESSI were low (r =.01– r = -.09). We further found significant correlations with depression symptoms (r=-.22– r=-.37), as well as reward (ERI) (r =.41 -r =.47) and effort (ERI) (r=-.20 - r = -.24). Conclusions: We developed and validated the Erlangen Team Cohesion at Work Scale (ETC), a self-report measure for team cohesion with very good psychometric properties. Due to its economic deployment, it is suitable for measuring team cohesion in work settings, especially in health care. [ABSTRACT FROM AUTHOR]

Most leadership studies primarily focus on formal leaders, often overlooking the influence of leaders within the team. While prior research has shown that peer leaders can have a beneficial impact on various team outcomes, it is yet unclear which peer leadership behaviors precisely foster a supportive and sustainable work environment. Building upon the recent identification of 10 peer leadership roles and 37 underlying functions, the current study aims to investigate the relationships between these peer leadership roles and functions and key outcomes (i.e., job satisfaction, team cohesion, team effectiveness, and OCB). A total of 31 organizational teams, comprising 182 employees from diverse sectors, participated in a quantitative survey. Employing multilevel modeling analysis, the findings demonstrated that each leadership role and nearly every function predicted at least one outcome, highlighting their significance within organizational teams. Additionally, Necessary Condition Analysis revealed that specific roles and functions were necessary for generating one or more outcomes. Finally, we found that most of the significant relationships remained consistent across teams, regardless of their size, tenure, or level of team identification. These findings refine our understanding of shared leadership and how peer leaders can create a sustainable workplace by fostering employee well-being and productivity in organizational teams. [ABSTRACT FROM AUTHOR]

This research advances the workplace thriving literature by offering a multilevel view regarding the impact of positive affective resources on employee and team thriving. We conducted our study with 285 employees from 62 teams to examine a multilevel model involving the relationship between high‐activated positive affect (HAPA) and thriving at individual and team levels. Results demonstrated that team HAPA triggered team cohesion, which in turn enhanced team thriving, and that individual HAPA promoted individual thriving. While task interdependence did not moderate the effects of team HAPA on team cohesion or, in turn, on team thriving, cross‐level moderation showed that task interdependence strengthened the relationship between individual HAPA and individual thriving. These findings extend the knowledge regarding the relationship between positive affect and thriving by confirming the role of affect activation, identifying a team‐level mechanism, and clarifying a boundary condition. [ABSTRACT FROM AUTHOR]

Project management represents an essential area of research with a significant impact on society and the economy. This paper aims to critically analyze the scientific literature on team cohesion and its influence on project outcomes. We employ a qualitative approach based on secondary sources to identify and evaluate critical factors such as knowledge exchange, trust, and team cohesion and to examine how these contribute to project success. The novelty of our work lies in its interdisciplinary approach, integrating perspectives from organizational psychology and project management to investigate the dynamics of team cohesion and its impact on project performance. Within this article, we critically analyzed team cohesion through the lens of individual team member competencies first, leadership styles second, and the relationship between them third. Our results indicate that integrating team cohesion into project dynamics maximizes operational efficiency and enhances resilience and adaptability against unexpected challenges. Managers who adopt specific leadership approaches (e.g., transformational and transactional) are identified as crucial factors in creating and maintaining project team cohesion. Furthermore, the article emphasizes that integrating team cohesion into management practices contributes not only to project success but also to its sustainability. Managers can develop effective strategies and interventions to enhance collaboration and outcomes within project teams by profoundly understanding the relationship between team cohesion and project performance. [ABSTRACT FROM AUTHOR]

We explore the mediating effects that entrepreneurial team conflict and cohesion have on the relationship between team diversity and performance based on an inputs-mediators-outcomes framework. Using 56 samples from 54 empirical studies, we conducted a meta-analysis of the hypothesized relationships and used meta-analytic structural equation modeling (MASEM) to test the mediating models. Our findings reveal that team diversity was related to cognitive and affective conflict, and only affective conflict was associated with objective and subjective venture performance. Furthermore, entrepreneurial team cohesion had positive effects on venture performance. Our unique contributions to the entrepreneurial team literature and future research suggestions are also discussed. [ABSTRACT FROM AUTHOR]

This study examines the relationship between stylistic coach leadership style, team cohesion, and team performance for young student athletes who take part in a team sport. The stylistic coach leadership style is defined as a combination of both democratic and holistic coach leadership styles. In other words, the stylistic coach leadership style is when the coaches make the final decision based on what young student athletes think while ensuring that they are content and that the team is able to be successful overall. In order to determine the effect of stylistic coach leadership style on team cohesion and team performance, a study was conducted using an online questionnaire that was split into two parts. Young student athletes in grades 6 through 12 who were taking part in a team sport at the time were eligible to participate in this study. Demographic information was collected through the first part of the questionnaire while the second part measured each of the three constructs through questions that required the athletes to rank the statements based on the 5-point Likert scale. The results highlight that the stylistic coach leadership style directly affects both team cohesion and team performance, and team cohesion acts as a partial mediator in the relationship between stylistic coach leadership style and team performance. Finally, this study also provides some practical suggestions for coaches, with the aim of aiding them to be more efficient and effective in leading those young student athletes. [ABSTRACT FROM AUTHOR]

Shared leadership is a dynamic phenomenon that has gained attention in behavioral science and management research over the last two decades. Network modeling is frequently employed to study this phenomenon, with the recent literature favoring a node-based approach over the traditional dyad-based approach. In this study, we investigate the differential impact of these approaches on shared leadership dynamics in student teams, specifically examining their effects on team task cohesion, team social cohesion, and team performance. We utilized multilevel structural equation modeling to compare node-based and dyad-based approaches in modeling shared leadership networks. Our findings indicate that increased leadership interactions positively influenced team performance and cohesion across both approaches. The dyad-based approach demonstrated a greater effect of leadership interactions on team performance, while leadership centrality significantly impacted performance exclusively in the node-based approach. This research contributes to the field by elucidating the differential impacts of node-based and dyad-based approaches, highlighting their strengths in capturing shared leadership dynamics and centrality effects. Our results underscore the critical importance of aligning theoretical foundations and research objectives with methodological choices in shared leadership studies. These insights enhance our understanding of shared leadership measurement and its implications for team outcomes, offering valuable guidance for future empirical investigations in this domain.

AbstractBackground General practitioners (GPs) play a significant role in providing medical care to patients affected by the coronavirus disease 2019 (COVID-19). Little is known about the impact of the pandemic on patient care from the perspective of GPs.Objectives To gain insight into GPs’ experiences of the COVID-19 pandemic and its impact on patient care in Germany.Methods From August to December 2020, qualitative, semi-structured telephone interviews were conducted with 22 GPs from four randomly selected federal states in Germany. We analysed the data according to Kuckartz’s method of content analysis.Results Five themes emerged: changes in healthcare system, practice routines, patient care, personal life, and improving health crisis preparedness. Communication with authorities and following rapidly changing guidelines were the biggest challenges during the pandemic. Teamwork and collegial exchange in the practice were seen as important sources of support to overcome these barriers. Participants stated that they managed to secure care but expressed concerns about how social distancing might affect the doctor-patient relationship. In their professional and private lives, GPs perceived themselves as role models with a high responsibility for the health of others. Consistent guidance by health authorities and reliable information were raised as necessary for managing patient care in the pandemic.Conclusion Findings show that patient care was successful but GPs’ adaptation to unprecedented conditions was limited by poor communication and collaboration with health authorities. Therefore, providing adequate support services by policymakers is essential to strengthen primary care in future health crises.

BackgroundNurse turnover is often considered to be an outcome, and few studies have investigated its consequences in nursing care. The underlying mechanism of the nurse turnover–nurse outcome relationship has not been empirically investigated. Therefore, this study examines workgroup processes and nurse outcomes as the consequences of nurse turnover and the mediating effect of workgroup processes on the nurse turnover–nurse outcomes relationship.MethodsA cross-sectional design was adopted to investigate the data collected from 264 staff nurses. Furthermore, six-month turnover rates, workgroup processes (nurse–nurse collaboration, team cohesion), and nurse outcomes (job satisfaction, intent to leave) were utilized in the multivariate regression models.ResultsOverall, 53 (24.4%) nurses had worked in nursing units with a zero six-month turnover rate. The average mean six-month turnover rate was 15.5%. Nurse turnover adversely affected nurses’ job satisfaction and several subscales of team cohesion including task cohesion and social cohesion. Team cohesion partially mediated the relationship between nurse turnover and job satisfaction.ConclusionNurse turnover decreased job satisfaction and team cohesion, and team cohesion partially mediated the nurse turnover–nurse outcomes relationship. These findings provide evidence supporting the significant adverse effects of nurse turnover and suggest the potential role of workgroup processes in explaining the underlying mechanism of the relationship between nurse turnover and nurse outcomes.Implications for nursing and health policyHealthcare organizations must create a positive work environment to reduce nurse turnover. Further, states and countries should try to develop and establish nursing and health policies to prevent turnover.

We advance team composition research by adopting a team-norms perspective to examine the effects of team members' cultural value orientations—collectivism and uncertainty avoidance orientation—on team functioning and performance in hybrid teams (i.e., teams combining face-to-face and mediated communication). Using data collected at three points in time from a sample of self-managing project teams, results support our proposed theoretical model. Team members' mean level of collectivism and uncertainty avoidance both positively relate to norms of conduct in a team. In addition, team norms indirectly influence team performance through cohesion when team virtuality and team task knowledge are both high, with team virtuality moderating the team norms–cohesion relationship, and team task knowledge moderating the team cohesion–performance relationship. Our findings suggest that characteristics of contemporary teams—team cultural value orientation and team virtuality—have important implications for how norms for acceptable conduct develop and their consequences for team performance. [ABSTRACT FROM AUTHOR]

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Existing literature supports the view that adverse outcomes from surgical interventions are more likely to be the result of degraded nontechnical skills (NTS) rather than the technical skills of surgeons. In the present context, NTS comprise the behaviors and cognitions deployed by surgeons to make decisions, maintain awareness of the operating environment, communicate with and lead supporting personnel. A contemporary safety thesis suggests that focusing on what makes things go right (eg, NTS) is far more productive than retrospective analysis (learning from mistakes). The present qualitative research explored how surgeons deploy NTS to facilitate safe and effective outcomes from surgical interventions. The thematic analysis revealed that this surgical cohort engaged specific self-regulated NTS along an intervention construct consisting of planning, implementation, monitoring progress, and deliberate learning through reflection during the preoperative, operative, and postoperative phases of care. Behaviors supporting these contentions were identified in the data and used to amplify use of the construct. [ABSTRACT FROM AUTHOR]

Teachers and educators are experiencing turmoil under the drastic changes in educational practices caused by the COVID-19 pandemic. According to research, transformational leaders effectively facilitate organizational change by fostering teachers' sense of belonging and boosting social identity in their team members, which can result in better team well-being via higher team cohesion. Recently, research has increasingly explored the role of emotional contagion and its relationship with leadership. Accordingly, the current study aims to delve deeper into the role of emotional contagion in linking transformational leadership to cohesion among teachers in the school setting. To this purpose, 581 teachers from northern Italy filled out a self-report questionnaire (72.1% female, Mage = 47.06, and SDage = 11.42). A moderated mediation model was tested to assess the mediating role of organizational identification in the relationship between transformational leadership and team cohesion and how emotional contagion may moderate this association. The obtained results provided support to the hypothesized model. Overall, the present study corroborates the critical role of school principals' behavior in fostering greater organizational identification among teachers, which is associated with better team cohesion. This study constitutes an early attempt to gain more insight into the role of emotional variables in explaining the influence of leadership behavior. [ABSTRACT FROM AUTHOR]

This study was grounded on a previous investigation of the mediating effect of teamwork on the relationship between transformational leadership and performance. The purpose of this study is to enhance theoretical knowledge of transformational leadership. This study enrolled 263 athletes registered with the Korea Sports and Olympic Committee. We assessed transformational leadership, communication, team cohesion, and athletic performance. To analyze the collected data, SPSS 24.0, PROCESS macro (V4.1), and Amos 24.0 were used. There was an interaction effect between transformational leadership and communication on athletic performance, mediated by team cohesion. According to the moderated mediating effect index, team cohesion was a significant moderator of athletic performance. It can be concluded that coaches who possess strong coaching abilities and engage in accurate, positive communication with their athletes can enhance team cohesion, organizational behavior, leading to a positive impact on athletic performance. [ABSTRACT FROM AUTHOR]

Background: The Palliative Care: Promoting Access and Improvement of the Cancer Experience (PC-PAICE) initiative is a team-based, palliative care (PC) quality improvement (QI) project working to promote high-quality PC in India. As a PC QI initiative, PC-PAICE implementation relied upon building interdisciplinary teams, providing the ideal context for understanding facilitators of team cohesion that compelled clinical, organizational, and administrative team members to work together. There is an opportunity to leverage the intersection between QI implementation and organizational theory to inform and improve implementation science. Purpose: As a subaim of a larger implementation evaluation, we aimed to identify facilitators of team cohesion within QI implementation context. Methodology: A quota sampling approach captured the perspectives of 44 stakeholders across three strata (organizational leaders, clinical leaders, and clinical team members) from all seven sites through a semistructured interview guide informed by the Consolidated Framework for Implementation Research (CFIR). We used a combination of inductive and deductive approaches informed by organizational theory to identify facilitators. Result: We identified three facilitators of PC team cohesion: (a) balancing formalization and flexibility around team roles, (b) establishing widespread awareness of the QI project, and (c) prioritizing a nonhierarchical organizational culture. Practice Implications: Leveraging CFIR to analyze PC-PAICE stakeholder interviews created a data set conducive to understanding complex multisite implementation. Layering role and team theory to our implementation analysis helped us identify facilitators of team cohesion across levels within the team (bounded team), beyond the team (teaming), and surrounding the team (culture). These insights demonstrate the value of team and role theories in implementation evaluation efforts. [ABSTRACT FROM AUTHOR]

As a consequence of advances in Information and Communication Technologies, teleworking is becoming more and more common in organizations. These new ways of working create new challenges for companies such as team cohesion despite working in different locations. This article aims to analyze the effect of the use of so-called "virtual worlds" on the group cohesion of employees in organizations. The focus group methodology has made it possible to gather the beliefs and opinions of company employees about the use of these resources and tools. The results obtained show the positive effect of the use of virtual worlds on the cohesion of the teleworking team. [ABSTRACT FROM AUTHOR]

Background: Team-Based Learning (TBL) is an established educational strategy which has become increasingly popular in the training of healthcare professionals. TBL is highly suitable for teaching Family Medicine (FM) especially that teamwork and collaborative care, in this medical discipline, are at the core of safe and effective practice. Despite the established suitability of TBL for teaching FM, there are no empirical studies that capture the students' perception of a TBL in FM undergraduate learning experience in the Middle East and North Africa region (MENA). Objective: The overall objective of this study was to investigate the perception of students regarding a TBL in FM intervention (in Dubai, United Arab Emirates), that was designed and implemented in alignment with a constructivist learning theory. Methods: A convergent mixed methods study design was utilized to develop a thorough understanding of the students' perceptions. Qualitative and quantitative data were concurrently collected and independently analyzed. The output of thematic analysis was systematically merged with the quantitative descriptive and inferential findings using the iterative joint display process. Results: The qualitative findings shed light on the students' perception of TBL in FM, and the interplay between team cohesion and engagement with the course. As for the quantitative findings, they showed that the percentage of the total average of the Satisfaction with TBL in FM score was 88.80%. As for change in impression of FM discipline, the percentage of the total average was 83.10%. The perception of team cohesion, with a mean of agreement of 8.62(1.34), seemed to be significantly associated with the students' perception of the team test phase component, only (P < 0.05). As for the perception of the level of engagement with the course, with a mean of agreement of 9.29(0.84), it turned out to be significantly associated with the change in impression of FM discipline (P < 0.05). Lastly, the joint display analysis showed how the quantitative and qualitative findings built upon each other, revealing how best to leverage TBL in FM trainings. Conclusion: The current study showed that TBL embedded in a FM clinical clerkship was well-received by students. It is worth leveraging the lessons learned from the first-hand experience reported upon in the current study to optimize the utilization of TBL in FM. [ABSTRACT FROM AUTHOR]

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PURPOSE This study aimed to develop a team building program for a middle school soccer team in order to verify its effects. METHODS A total of 50 middle school soccer players participated in the needs analysis, and 10 middle school soccer players participated the preliminary program. In addition, a total of 37 ‘S’ middle school soccer players and 2 coaches participated the final team building program to identify its effects. The team building program was developed through the following sequence: program goal setting, organization of program activities, and the pretest. Three types of questionnaires and a self-report were utilized to verify the effects of the team building program. RESULTS The team building program was developed based on interpersonal relationships, goal setting, and communication. The level of team cohesion, team communication, and coach-athletes interaction significantly increased through this program. Furthermore, the effects of stress relief and self-improvement were revealed through the self-report. CONCLUSIONS The team building program was determined to be effective and has various benefits. It is expected to contribute to the growth of middle school soccer players if coaches actively participate in the program with their athletes.

Background: The transmission of tuberculosis (TB) is hard to stop. Surabaya city has the highest TB cases in East Java and only achieved

Abstract Background The states of IPC (Infection Prevention and Control) is serious under the COVID-19 pandemic. Nosocomial infection reporting is of great significance to transparent management of IPC in regard to the COVID-19 pandemic. We aimed to explore the relationship between communication openness and nosocomial infection reporting, explore the mediating effect of team cohesion in the two, and provide evidence-based organizational perspective for improving IPC management in the hospitals. Method A questionnaire was used to collect data on communication openness, team cohesion and nosocomial infection reporting in 3512 medical staff from 239 hospitals in Hubei, China. Structural Equation Model (SEM) was conducted to examine the hypothetical model. Result Communication openness was positively related to nosocomial infection reporting (β = 0.540, p