- 2015-03-09 (x)
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- Mahon, Ed (x)
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Show moreWork teams have become increasingly important, yet do not always perform in an efficient manner. Researchers have developed conceptual and normative models of group behavior and have mapped them to teamwork effectiveness criteria such as team composition, conscientiousness, agreeableness, and emotional stability. Despite these behavioral-science research attempts to improve teamwork effectiveness, operational models and guidelines for practitioners are still lacking. Moreover, there is a gap in the literature concerning two particular factors that contribute to teamwork effectiveness, Emotional Intelligence and group shared vision. Qualitative research based on semi-structured interviews with members of successful and struggling teams is proposed to produce a grounded theory about how these two factors contribute to team effectiveness. Implications for both scholars and practitioners are suggested.
Doctorate of Management Programs
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Show moreThere is a vast literature on the emotional intelligence (EI) of individuals, but comparatively little on team EI. We report findings of a qualitative inquiry involving 36 members of twelve IT teams – half of them effective and half less so – to explore the relationship between team EI and team performance. Trust, conflict resolution skills and team communication are seen to differentiate effective and less effective teams, as is the ability to adapt shared vision to changes in project specification. The research supports the that teams possess emotional intelligence and that it powerfully influences how they function and to what effect. . Our findings suggest that characteristics of trust, communication and a willingness to address conflict contribute to one’s ability to develop individual EI. Our findings also suggest a high team EI is required in order for the team to adapt its shared vision during difficult times. Implications for increasing organized work effectiveness and the research community are discussed. The review concludes by briefly considering implications and questions regarding team development and team sustainability.
Doctorate of Management Programs
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Show moreThere is a vast literature on the emotional intelligence (EI) of individuals, but comparatively little on team EI. We report findings of a qualitative inquiry involving 36 members of twelve IT teams – half of them effective and half less so – to explore the relationship between team EI and team performance. Trust, conflict resolution skills and team communication are seen to differentiate effective and less effective teams, as is the ability to adapt shared vision to changes in project specification. The research supports that the teams possess emotional intelligence and that it powerfully influences how they function and to what effect. Our findings suggest that characteristics of trust, communication and a willingness to address conflict contribute to one’s ability to develop individual EI. Our findings also suggest a high team EI is required in order for the team to adapt its shared vision during difficult times. Implications for increasing organized work effectiveness and the research community are discussed. The review concludes by briefly considering implications and questions regarding team development and team sustainability.
Doctorate of Management Programs
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Show morePrevious literature emphasizes that job-related factors influence employee engagement. However, a variety of factors and combinations of factors can contribute to more engaged employees. In this paper we adopt a contingency perspective and investigate the interaction of individual characteristics with cultural and job related factors to determine their effect on employee engagement. Survey data from 231 employees across two organizations were analyzed and results indicate that individual factors moderate the effects of structural and cultural characteristics on job and organizational engagement.
Doctorate of Management Programs
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