Bouncing Back from Setbacks: On the Mediating Role of Team Resilience in the Relationship Between Transformational Leadership and Team Effectiveness

Dimas, Isabel Dórdio; Rebelo, Teresa; Lourenço, Paulo Renato; Pessoa, Carina Isabel Pereira

doi:10.4324/9781003243595-16

Cited by 8 publications

(8 citation statements)

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“…Our results remained substantially the same with and without these controls. We controlled for team size that represents a resource for teams (Duffy et al, 2000) and for transformational leadership that can impact team resilience (Dimas et al, 2018) using a validated short 7-item measure (Carless et al, 2000). We also controlled for human capital available to teams in form of member characteristics (Gucciardi et al, 2018).…”

Section: Control Variablesmentioning

confidence: 99%

How employees’ voice helps teams remain resilient in the face of exogenous change.

Li¹,

Tangirala²

2022

Journal of Applied Psychology

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Teams often confront exogenous events that induce discontinuous change and unsettle existing routines. In the immediate aftermath of such events (the disruption stage), teams experience a dip in their performance and only over time regain their previous performance levels (in the recovery stage). We argue that prohibitive voice that allows teams to manage errors better is instrumental for preventing performance losses in the disruption stage. Whereas, promotive voice that helps teams innovate or improve team processes, can facilitate steeper and more positive performance trajectories in the recovery stage. We also propose that voice is especially functional when teams confront higher change intensity and, thereby, highlight that voice is particularly important when change events cause greater discontinuity in the task environment. We found general support for our theory in a correlational field study involving 172 production teams in which we examined over time trajectories in objective team performance, and a field experiment involving 88 teams in a different production setting, where team members were trained, incentivized, and provided opportunities to engage in voice. We discuss the implications of our findings for literature on voice, team adaptation, and resilience.

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Section: Control Variablesmentioning

confidence: 99%

How employees’ voice helps teams remain resilient in the face of exogenous change.

Li¹,

Tangirala²

2022

Journal of Applied Psychology

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“…In particular, it is perhaps important to note that, frequently, these studies underlined that experiencing moderate adversities may improve individuals' resilience across a range of the population from children to adults/veterans (Martinez-Torteya et al, 2009;Pietrzak and Cook, 2013). Psychological resilience has been investigated in various leadership contexts, such as transformational leadership (Dimas et al, 2018), authentic leadership (Anwar et al, 2019), and some other contexts (Tau et al, 2018) and found that leaders' supportive behaviour can enhance employees' resilience and positive outcomes. For example, employee resilience mediates the relationships between organizational commitment and job burnout (Meng et al, 2019), or resilience can be a moderator in displaying a higher overall life satisfaction (Shelton et al, 2020).…”

Section: Being Effective Leaders In the Workplacementioning

confidence: 99%

“…However, the effects of resilience engendered directly through leadership approaches are often divergent and varied, e.g. improving organizational creativity (Anwar et al, 2019), employees' job engagement (Gupta and Sharma, 2018), or team effectiveness (Dimas et al, 2018). Findings drawn from extant studies may lead to a misunderstanding of resilience, such as, resilience was helpful in some particular contexts (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model

Wen

Smith

et al. 2022

LODJ

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PurposePsychological resilience, defined here as the capacity to bounce back from adversity and failure, has been studied in various leadership contexts. However, the literature demonstrates less consensus concerning how psychological resilience manifests in, and interacts within, the leadership role and, equally, the focus on resilience development is underdeveloped. This paper addresses these issues by focusing on the interactions between psychological resilience and leadership and presents practical development strategies.Design/methodology/approachA systematic review employing 46 empirical studies followed a thematic synthesis within an associated model encapsulated as building-up resilience and being effective.FindingsFirst, resilience is identified as essential and can benefit individuals and organizations' work outcomes across leadership contexts, including work performance, job engagement, well-being, and enhanced leadership capability. Secondly, leaders may build up their resilience by obtaining coping skills and improved attitudes toward challenges. Resilient attitudes, which are presented as paradoxical perspectives towards challenges, may help leaders adapt to challenges and adversities leading to beneficial outcomes.Research limitations/implicationsEven though this study provides a deeper understanding of the essential function of psychological resilience in leadership, the findings are limited to the workplace contexts investigated, e.g. exploring small sample sizes (13,019) or country contexts (22). Future research could expand the rhetoric around interactions between psychological resilience and leadership. Furthermore, the underlining mechanism between the paradoxical perspective and resilient attitudes is still largely unclear. Thus, more research is needed to disclose the interaction of paradoxical perceptions and leadership resilience. Further research can investigate how resilient attitudes demonstrate in actions in dealing with challenges and adversities.Practical implicationsThe authors further an argument that leaders may enhance their resilience through embracing a paradoxical perspective towards challenges (resilient attitude), e.g. being adaptive to adversities, and the attitude of learning from failures. These enhanced resilient attitudes could help leaders deeper understand and examine their reality and persist under high pressures and develop an innate ability to utilise resources more effectively to help them survive and thrive in challenging circumstances, instead of becoming overwhelmed by the burden of complexity or giving up. This will offer a practical contribution to resilience development.Social implicationsImportantly, this study found that resilience is an essential leadership trait and can benefit individuals and organizations' work outcomes across leadership contexts. These positive effects of resilience may encourage organizations or society to promote psychological resilience, including a resilient attitude, to deal with adversities and uncertainties.Originality/valueFun...

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“…resilience and flexibility) and collaboration. The empirical studies (Dimas, Rebelo, Lourenço, & Pessoa, 2018;Zhu, Zhang, & Shen, 2019;Franken, Plimmer, & Malinen, 2020) have proved that leadership (either in humble, transformational, or paradoxical) influences strongly on resilience (either in employee or team). This article supposes to examine the effect of prosocial leadership on business resilience.…”

Section: Pro-social Leadershipmentioning

confidence: 99%

The Effect of Leadership and Collaborations on SME Adaptability

Saputra

Rahmat

Fasmadhi

2022

JMO

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This article attempts to elaborate the adaptability of SMEs (small medium enterprises) and effects of leadership and collaboration on SME adaptability. This article is a quantitative study with causal analysis. The collected data from 506 SMEs was analyzed by SmartPLS. The result reveals that SME flexibility influences on its resilience. Prosocial leadership and collaborative capability impact directly, positively, and significantly on SME resilience and flexibility. Collaborative capability played a mediating role on the relationship between leadership and adaptability. For being survival in embracing disruptive changes, the owners and/or managers of SMEs must apply pro-social orientation in leading business and developing collaborative capabilities simultaneously for being resilient. The novelty of this article is an elaboration of the linkage between leadership and adaptability, instead of the linkage between leadership and performance. This article strengthens the previous studies that leadership has an indirect impact on organizational performance or adaptability, it is mediated by collaborative capability.

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Bouncing Back from Setbacks: On the Mediating Role of Team Resilience in the Relationship Between Transformational Leadership and Team Effectiveness

Cited by 8 publications

References 0 publications

How employees’ voice helps teams remain resilient in the face of exogenous change.

How employees’ voice helps teams remain resilient in the face of exogenous change.

Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model

The Effect of Leadership and Collaborations on SME Adaptability

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