In this paper, we consider how the four key team emergent states for team learning identified by Bell et al. (2012) , namely psychological safety, goal orientation, cohesion, and efficacy, operate as a system that produces the team’s learning climate (TLC). Using the language of systems dynamics, we conceptualize TLC as a stock that rises and falls as a joint function of the psychological safety, goal orientation, cohesion, and efficacy that exists in the team. The systems approach highlights aspects of TLC management that are traditionally overlooked, such as the simultaneous influence of and feedback between the four team emergent states and the inertia that TLC can have as a result. The management of TLC becomes an issue of controlling the system rather than each state as an independent force, especially because changing one part of the system will also affect other parts in sometimes unintended and undesirable ways. Thus the value is to offer a systems view on the leadership function of team monitoring with regards to team emergent states, which we term team state monitoring . This view offers promising avenues for future research as well as practical wisdom. It can help leaders remember that TLC represents an equilibrium that needs balance, in addition to pointing to the various ways in which they can influence such equilibrium.

Despite the recent surge of research on leader humility, it remains unclear how and when teams benefit from it. Drawing on social cognitive theory, we propose a moderated mediation model that we test using multisource, time-lagged data collected from 71 teams in a university-affiliated hospital. We find that humble leaders indirectly enhance team innovation via greater team reflexivity. Additionally, we consider the average level of proactive personality of team members as a boundary condition of the positive effect of leader humility. Our results show that leader humility prompts team reflexivity only when team mean level of proactive personality is high, which in turn increases team innovation. Bridging social cognitive theory with research on humble leadership in teams, our study offers important implications for both theory and practice.

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Avec la pénurie de main-d’œuvre qui bat son plein, les organisations ont tout intérêt à trouver des solutions pratiques pour fidéliser leurs employés. En offrant à leurs travailleurs la chance de vivre des expériences qui accéléreront leur développement professionnel, les entreprises pourraient ainsi trouver un moyen d’éviter les démissions en série.

Charismatiques et visionnaires, des leaders nous marquent souvent en raison de leur personnalité flamboyante, de leur éloquence et de leur assurance. Faut-il alors s’étonner que plusieurs gestionnaires soient réticents à se comporter avec humilité ? Et pourtant, une majorité d’employés apprécient les dirigeants qui osent en faire preuve.