Leader humility and team innovation: The role of team reflexivity and team proactive personality

Leblanc, Pierre‐Marc; Rousseau, Vincent; Harvey, Jean‐François

doi:10.1002/job.2648

Cited by 23 publications

(15 citation statements)

References 131 publications

(196 reference statements)

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“…Leaders can steer the team toward reflexive learning in several ways. For instance, they can show humility (Leblanc, Rousseau, and Harvey, 2022) by engaging in premortems that bluntly consider potential problems at the onset of a project (Luth, Flinchbaugh, and Miles, 2022) or by acknowledging the unique, challenging nature of the project (Edmondson and Harvey, 2017). They can also cultivate psychological safety by asking probing questions (Edmondson, 1999(Edmondson, , 2018 or by formalizing roles and responsibilities (Bresman and Zellmer-Bruhn, 2013).…”

Section: Practical Implicationsmentioning

confidence: 99%

The Dynamics of Team Learning: Harmony and Rhythm in Teamwork Arrangements for Innovation

Harvey

Cromwell

Johnson

et al. 2023

Administrative Science Quarterly

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Innovation teams must navigate inherent tensions between different learning activities to produce high levels of performance. Yet, we know little about how teams combine these activities—notably reflexive, experimental, vicarious, and contextual learning—most effectively over time. In this article, we integrate research on teamwork episodes with insights from music theory to develop a new theoretical perspective on team dynamics, which explains how team activities can produce harmony, dissonance, or rhythm in teamwork arrangements that lead to either positive or negative effects on overall performance. We first tested our theory in a field study using longitudinal data from 102 innovation teams at a Fortune Global 500 company; then, we replicated and elaborated our theory in a study of 61 MBA project teams at an elite North American university. Results show that some learning activities can occur within the same teamwork episode to have harmonious positive effects on team performance, while other activities combine to have dissonant negative effects when occurring in the same episode. We argue that dissonant activities must be spread across teamwork episodes to help teams achieve a positive rhythm of team learning over time. Our findings contribute to theory on team dynamics, team learning, and ambidexterity.

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Section: Practical Implicationsmentioning

confidence: 99%

The Dynamics of Team Learning: Harmony and Rhythm in Teamwork Arrangements for Innovation

Harvey

Cromwell

Johnson

et al. 2023

Administrative Science Quarterly

Self Cite

View full text Add to dashboard Cite

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“…In fact, our work also contributes to team research by extending the nomological network of learning behaviors in teams, which has mainly focused on cognitive emergent states such as transactive memory and performance‐related outcomes such as effectiveness and quality (Edmondson et al, 2007). Future research should consider other types of team learning behavior during strategic change—such as reflexivity (e.g., Harvey & Green, 2022; Leblanc et al., 2022) or search (e.g., Bresman, 2010; Harvey, 2023)—to see if they have similar effects on teams' emotional capabilities for change and if they can mutually reinforce each other. Overall, team negative emotional reaction to change is likely central during turbulent times, and therefore a construct deserving of more attention at the collective level from both change and team scholars.…”

Section: Discussionmentioning

confidence: 99%

Experimentation in the face of ambiguity: How mindful leaders develop emotional capabilities for change in teams

Harvey

Kudesia

2023

J Organ Behavior

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Strategic change in organizations prompts pervasive ambiguity. As change initiatives cascade down the hierarchy, they can be met with habitual, inertial responses that ultimately generate negatively charged emotions-or they can prompt novel, experimental behaviors that forestall them. What remains unclear, however, is which factors drive teams, and the leaders that guide them, toward or away from this negative emotional reaction to change. In this study, we integrate social cognitive theory and research on mindfulness to unpack collective responses to change through a field study on 88 teams in a mortgage industry firm undergoing strategic change. We theorize that, when faced with ambiguous goals, team leaders low on mindful attention will lack the necessary cognitive capabilities to enact experimental behaviors-as they neither have clear external goals from senior managers nor internal dispositions to drive their attention into noticing novel information and eliciting unscripted experimental responses. In contrast, the experimental behaviors of team leaders who are high on mindful attention will not be affected by ambiguous goals-and the experimental behaviors of team leaders, in turn, will prompt greater experimental behaviors within their team, thereby lowering the team's negative emotional reaction to change. Finding support for these hypotheses, our study contributes to research on dynamic managerial capabilities, collective responses to organizational change, and mindfulness.

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“…Within the context of the present study the individual would refer to the entrepreneurial woman while the environment is represented by entrepreneurial educational environment which is depicted in Figure 1, the conceptual model. Basing on the social cognitive theory Leblanc, Rousseau, and Harvey (2022) postulate that proactive personality and innovation exist within the same framework. Thus the present study, also grounded in the social cognitive theory presents proactive personality and innovation capability in the same conceptual model both leading to a mutual outcome (performance) and in the context of the present study, performance of entrepreneurial women.…”

Section: Research Contextmentioning

confidence: 99%

Key innovation abilities on capability and the performance of women entrepreneurs: the role of entrepreneurial education and proactive personality

Maziriri,

Nyagadza,

Chuchu

2023

BAJ

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PurposeThe purpose of the study was to ascertain the influence of innovation conviction, innovation mindset and innovation creed on the performance of women entrepreneurs in South African small and medium enterprises and their capacity for innovation. The study also examined how proactive personality and entrepreneurial education moderate the relationship between innovative capability and women entrepreneurs' performance.Design/methodology/approachThe study used a quantitative research design and administered a questionnaire to collect data from participants. Since there was no sampling frame available, purposive sampling, a non-probability sampling technique, was used to select suitable respondents who were identified as entrepreneurial women. Data were collected from 304 women entrepreneurs in the Gauteng province of South Africa. The data were analyzed using smart partial least squares.FindingsThe findings demonstrated that innovation conviction, innovation mindset and innovation creed have a positive impact on innovation capability. It was also discovered that innovation capability, proactive personality and entrepreneurial education all positively and significantly impact women entrepreneurs' performance. Furthermore, the results showed that entrepreneurial education and proactive personality had a positive and significant moderating effect on the nexus between innovation capability and the performance of women entrepreneurs.Originality/valueThis study will add to the body of knowledge on women's small business management and entrepreneurship in Africa, two topics that are typically ignored by academics in developing nations.

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Leader humility and team innovation: The role of team reflexivity and team proactive personality

Cited by 23 publications

References 131 publications

The Dynamics of Team Learning: Harmony and Rhythm in Teamwork Arrangements for Innovation

The Dynamics of Team Learning: Harmony and Rhythm in Teamwork Arrangements for Innovation

Experimentation in the face of ambiguity: How mindful leaders develop emotional capabilities for change in teams

Key innovation abilities on capability and the performance of women entrepreneurs: the role of entrepreneurial education and proactive personality

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