Benefits of team participative decision making and its potential to affect individual creativity

Wong, Yin Yee; Chow, Irene Hau‐Siu; Lau, Clara Bik San; Gong, Yuanyuan

doi:10.1111/jasp.12517

Cited by 30 publications

(25 citation statements)

References 56 publications

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“…The leader proposes a collective vision at the workplace that refers to tacit K, encouraging organizational members to assume vaster responsibility, innovation, ethical judgment and problem-solving skills (Melé, 2005;García-Morales et al, 2008;Morales-S anchez and Cabello-Medina (2013). Moreover, Wong et al (2018) noted that sharing K among the members significantly affects their creativity. In this respect, K refers to the ability of judgment between variables in ethical decision-making (Morales-S anchez and Cabello-Medina, 2013;Budur, 2018).…”

Section: Ethical Leadershipmentioning

confidence: 99%

Decision-making, leadership and performance links in private education institutes

Torlak

Demi̇r

Budur

2021

RAMJ

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Purpose This paper aims to investigate the relationships between participative decision-making, ethical leadership and leadership performance, which might make school leaders quit autocratic behavior and enhance their performance at private K12 schools in Iraq. Design/methodology/approach The researchers collected data through a questionnaire using a stratified sampling methodology from 207 educators of 10 institutions. The research methodology included demographic analysis, factor analysis, structural equation modeling and mediation analysis. Findings The participative decision-making affected moral, knowledge and attitude that contributed to leadership performance. Besides, the only attitude mediated the relationship between participative decision-making and leadership performance. Research limitations/implications The study is limited to private K12 schools in Iraq. Therefore, the findings cannot be generalized. It might guide educational institutes to change their management style. Originality/value The study delivers a unique insight into education in Iraq.

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Section: Ethical Leadershipmentioning

confidence: 99%

Decision-making, leadership and performance links in private education institutes

Torlak

Demi̇r

Budur

2021

RAMJ

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“…Besides considering team-centric leadership, more studies about the team processes and emergent states that mediate the effects of leadership are needed (Hughes et al, 2018). The majority of studies on innovation have focused on a single team process, for example, team knowledge sharing (Dong et al, 2017;Jiang & Chen, 2018) or psychological safety (Hu, Erdogan, Jiang, Bauer, & Liu, 2018;Wong, Chow, Lau, & Gong, 2018). While these studies have provided many valuable insights (H€ ulsheger, Anderson, & Salgado, 2009), we believe that a more holistic approach considering multiple team processes and emergent states at the same time would be worthwhile.…”

mentioning

confidence: 99%

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

Klaic

Burtscher

Jonas

2020

J Occupat & Organ Psyc

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Team innovation is an important factor for organizational effectiveness. However, fostering innovation in teams remains a major challenge for team leaders. In particular, we still have an incomplete understanding of (1) the effects of team‐centric leadership and (2) the role of teamwork for the relationship between leadership and innovation and learning. Integrating team‐centric transformational leadership and the teamwork quality (TWQ) model with frameworks for team innovation, the current study addresses this issue. Specifically, we investigated TWQ as a team‐level mediator of the relationship between team‐centric transformational leadership, team innovation, and individual members’ learning. We tested our hypotheses using lagged, multi‐source data from a sample of 79 scientific teams. Our findings show that team‐centric transformational leadership is positively related to both team innovation and individual members' learning. Furthermore, the positive relationship between team‐centric transformational leadership and learning is mediated by specific aspects of TWQ. Our study helps to clarify the processes underlying the effects of team‐centric leadership on innovation and learning. Practitioner points Innovation and learning are crucial drivers of success in organizations in knowledge‐intensive industries such as science. Transformational leadership is a key factor for enhancing innovation and learning in scientific teams. By engaging in team‐centric transformational leadership behaviours including emphasizing group identity, communicating a group vision, and fostering team‐building, scientific team leaders can improve innovation and learning However, leaders of scientific teams should also be aware of potential negative effects of high team cohesion on team innovation, because it may undermine divergent thinking and critical discussions in teams.

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“…Thus, entrepreneurial teams are deemed to be the information processors who must constantly review information to attain desired shared goals (Jung et al, 2017). In this respect, shared leadership facilitates an intrateam motivation, which encourages team members to voluntarily influence each other for achieving collaborative objectives (Lazar et al, 2020; Wong et al, 2018). In other words, shared leadership can stimulate entrepreneurial team members to consistently reflect on the existing process and strategies to reach entrepreneurial team goals (Lazar et al, 2020).…”

Section: Shared Leadership and Team Reflexivitymentioning

confidence: 99%

How Shared Leadership in Entrepreneurial Teams Influences New Venture Performance: A Moderated Mediation Model

Chen

Zhi

et al. 2020

Journal of Leadership & Organizational Studies

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While there is a burgeoning trend to recognize leadership as an important enabler of new venture development and growth, scant research has explored the performance mechanisms of shared leadership in the entrepreneurial context. Based on the information processing perspective, we propose a moderated mediation model to examine how shared leadership in entrepreneurial teams advance new venture performance by identifying team reflexivity as a pivotal mediator and team boundary spanning as a crucial contingency. The data set from a cross-industry sample of 94 entrepreneurial teams indicated that shared leadership exerts a positive indirect influence on new venture performance via team reflexivity; and team boundary spanning moderates such indirect influence. Finally, how our findings contribute to the entrepreneurship, leadership, team research, and managerial practice are discussed.

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Benefits of team participative decision making and its potential to affect individual creativity

Cited by 30 publications

References 56 publications

Decision-making, leadership and performance links in private education institutes

Decision-making, leadership and performance links in private education institutes

Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality

How Shared Leadership in Entrepreneurial Teams Influences New Venture Performance: A Moderated Mediation Model

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