In agreement? Leader-team perceptual distance in organizational learning affects work performance

Tafvelin, Susanne; Schwarz, Ulrica von Thiele; Hasson, Henna

doi:10.1016/j.jbusres.2017.01.016

Cited by 24 publications

(30 citation statements)

References 40 publications

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“…In terms of perceptual disagreement, prior work has shown that situations in which leaders have more positive perceptions of the social stimulus compared to the team have the worst repercussions for the team . Our results are consistent with these findings, as more negative effects were seen when the coach held a more favorable perception of the motivational climate compared to the team.…”

Section: Discussionsupporting

confidence: 90%

“…Skewness and kurtosis values were within an acceptable range (±1.5) for all variables. The correlations between the team‐rated and coach‐rated motivational climate variables were generally weak and not statistically significant, which provides an indication that perceptual distance may be evident in the data …”

Section: Resultsmentioning

confidence: 96%

“…The correlations between the team-rated and coach-rated motivational climate variables were generally weak and not statistically significant, which provides an indication that perceptual distance may be evident in the data. 12 First, we assessed the level of coach-team perceptual distance regarding the motivational climate variables. Ratings of the coach-created mastery climate showed that 32% of the coaches were in agreement with their teams, whereas 32% of the coaches rated higher, and 36% rated lower.…”

Section: Resultsmentioning

confidence: 99%

“…It is believed that perceptual distance is related to team outcomes, and research in the corporate setting has associated perceptual agreement on various aspects of the work environment (eg, organizational support, construct conflict, and organizational learning) with higher team performance and affective responses. [10][11][12] Furthermore, a recent study in the context of youth sport found that coach-athlete perceptual distance in regard to need supportive and thwarting behaviors from the coach was related to athletes' basic psychological needs. 13 Gibson et al 10 forwarded collective cognition as a possible explanation for the relationship between perceptual distance and outcomes.…”

Section: Introductionmentioning

confidence: 99%

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A study of coach‐team perceptual distance concerning the coach‐created motivational climate in youth sport

Gjesdal

Stenling

Solstad

et al. 2018

Scandinavian Med Sci Sports

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The purpose of this study was to examine whether coach-team perceptual distance regarding the coach-created motivational climate related to achievement goal orientations and affective responses. To this end, we used polynomial regression analysis with response surface methodology. The sample consisted of 1359 youth soccer players (57.8% male; M = 11.81 years, SD = 1.18), belonging to 87 different teams (M = 16.47), and 87 coaches (94.6% male, M = 42 years, SD = 5.67). Results showed that team perceptions of a coach-created mastery climate were positively related to team-rated task goal orientation and enjoyment, whereas team perceptions of a coach-created performance climate were positively related to team-rated ego goal orientation and anxiety, and negatively related to team-rated enjoyment. When the coach and the team were in perceptual agreement, the outcomes increased as both coach and team perceptions of the climate increased. In situations of perceptual disagreement, the most negative effects were seen when the coach held a more favorable perception of the motivational climate compared to the team. The findings highlight the importance of perceptual agreement between the coach and his/her team, contributing to the literature focusing on the effects of the coach-created motivational climate.

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Section: Discussionsupporting

confidence: 90%

Section: Resultsmentioning

confidence: 96%

Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

A study of coach‐team perceptual distance concerning the coach‐created motivational climate in youth sport

Gjesdal

Stenling

Solstad

et al. 2018

Scandinavian Med Sci Sports

View full text Add to dashboard Cite

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“…That is, when a supervisor and subordinate dyad share similar values, they are thought to classify and process information in similar ways (Meglino & Ravlin, 1998;Schein, 1985). The result may be a greater commonality in the perceptions and behaviors they display which can lead to improved interpersonal communication and the ability to more accurately predict the behavior of others (Byrne, 1971;Meglino & Ravlin, 1998;Tafvelin, Schwarz & Hasson, 2017). Furthermore, Fisher and Gitelson (1983) suggest that predictability in interpersonal interactions encourages more efficient interactions between supervisors and employees and reduces role stress.…”

Section: Introductionmentioning

confidence: 99%

The Relationship between Supervisor and Subordinate Value Congruence and Role Stress

Dale¹,

Fox²,

Mahoney³

2018

JBAM

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This study examined the congruence of values between 96 supervisor and subordinate dyads in a manufacturing organization, as well as the effect that value congruence has on the perceived role stress of the employee. The Comparative Emphasis Scale (CES) was used to measure value congruence on four work values: achievement, honesty, concern, and fairness. The results of the regression analysis found significant support for a negative relationship between value congruence and role stress for the achievement value. In addition, the control variables of years in current position (in current position for ten or more years) of the employee, and the leadership styles of consideration and initiating structure of the supervisors all had significant effects. Results and directions for future research are discussed.

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Study of the impact mechanism of inter-organizational learning on alliance performance—with relationship capital as the mediator

Qiu

2018

Neural Comput & Applic

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In agreement? Leader-team perceptual distance in organizational learning affects work performance

Cited by 24 publications

References 40 publications

A study of coach‐team perceptual distance concerning the coach‐created motivational climate in youth sport

A study of coach‐team perceptual distance concerning the coach‐created motivational climate in youth sport

The Relationship between Supervisor and Subordinate Value Congruence and Role Stress

Study of the impact mechanism of inter-organizational learning on alliance performance—with relationship capital as the mediator

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