Strategic Business Management: A Practical Framework and Causal Model of Empowering Leadership, Team Cohesion, Knowledge-Sharing Behavior, and Team Performance

Kasemsap, Kijpokin

doi:10.22610/jsds.v4i3.740

Cited by 39 publications

(10 citation statements)

References 54 publications

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“…Knowledge sharing behavior has a positive mediative effect on the relationship between leadership empowerment and team performance. Also, knowledge sharing behavior positively mediates the relationship between team cohesion and team performance (Kasemsap, 2013). The results reinforce that a cohesive team enables knowledge sharing and task cohesion among members.…”

Section: Cohesion and Proactive Knowledge Sharingsupporting

confidence: 64%

The Mediating Effect of Proactive Knowledge Sharing Among Transformational Leadership, Cohesion, and Learning Goal Orientation on Employee Performance

Layaman¹,

Harahap

Djastuti

et al. 2021

Business: Theory and Practice

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The background of this study is based on the controversial relationship between transformational leadership and employee performance. Empirical and theoretical models resolve the controversy by building a new concept based on proactive knowledge sharing. The study established the influence of transformational leadership, cohesion and learning goal orientation on proactive knowledge sharing and employee performance. A total of 7 hypotheses were developed to solve the study problem, while purposive sampling was used in data collection. The respondents consisted of 6 employees of Sharia Banking in Indonesia. The SEM results indicate that five hypotheses were significant, while 2 were insignificant. Furthermore, proactive knowledge sharing strongly mediates the relationship between the studied variables. These results confirm the withdrawal of the new concept in improving employee performance.

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Section: Cohesion and Proactive Knowledge Sharingsupporting

confidence: 64%

The Mediating Effect of Proactive Knowledge Sharing Among Transformational Leadership, Cohesion, and Learning Goal Orientation on Employee Performance

Layaman¹,

Harahap

Djastuti

et al. 2021

Business: Theory and Practice

View full text Add to dashboard Cite

show abstract

“…We postulate that empowering leadership can enhance person-group fit. In terms of the need for belongingness, according to Arnold et al (2000) , the coaching behavior encouraging employees to solve problems, thereby providing them with opportunities to improve team cohesion and form collective team identification ( Kasemsap, 2013 ). Second, empowering leadership creates opportunities for employees to participate in decision-making which promotes the chance for employees to engage in team work and create team-based commitment.…”

Section: Theory and Hypothesismentioning

confidence: 99%

Linking Empowering Leadership and Employee Work Engagement: The Effects of Person-Job Fit, Person-Group Fit, and Proactive Personality

Cai

Sun

et al. 2018

Front. Psychol.

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Based on person-environment fit theory, this study examined the effects of empowering leadership on employee work engagement. We also investigated the mediating mechanism of person-job fit and person-group fit. In addition, we explored employee proactive personality’s moderating role between empowering leadership and the above two kinds of fit, and then the set of indirect effects. Using a survey sample of 6179 employees from a technology company in China, we found that empowering leadership has a positively indirect influence on employees work engagement though person-job fit and person-group fit. Further, moderated mediation analysis revealed proactive personality augmented empowering leadership direct effect on person-job fit and person-group fit and indirect effect on work engagement. Theoretical and practical implications were also discussed.

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“…If members do not communicate, the unique ideas of each member will not be shared. Communication has remarkable effect on team performance (27). Prior studies found positive relationship between team cohesion and performance (27,28).…”

Section: Results and Findingsmentioning

confidence: 98%

“…Communication has remarkable effect on team performance (27). Prior studies found positive relationship between team cohesion and performance (27,28). Hence this study included task interdependence, team communication, and team cohesion in the proposed conceptual model.…”

Section: Results and Findingsmentioning

confidence: 98%

Modelling Team Effectiveness and its Determinants Among Multidisciplinary Engineering Students: A Case of Malaysian Public University

Hussein¹,

Daud²,

Mantoro³

et al. 2018

IJET

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Team effectiveness depends on the performance of each team member. Success or failure of a team highly relies on the interaction level of all members. Effective teamwork is a critical learning outcome for engineering students and it is one of the most desired skill required by employers. All engineering graduates must have the ability to function in multidisciplinary teams. Prior studies had also found that, many Malaysian employers agreed that the lack of team working skill among the Malaysian graduates would risk the survival of an organisation and in result developing low-level interpersonal skills which is equally necessary for working effectively in a team. However, in the engineering education literature most of the previous studies have focused on the area of professional environments. A very few studies were conducted in the context of educational environments to identify the factors that affect the team effectiveness in higher education. Moreover several internal and external factors also inﬂuence the outcomes of student teamwork and not every group is effective in their objectives and numerous groups fail. Therefore, this study is designed to identify the underlying factors that help students to develop their teamwork skill, thus improving team effectiveness. Hence, upon analysing the articles found in this study, nine (factors were identified to have more impacts towards team effectiveness, which were (1) team communication, (2) trust, (3) team cohesion, (4) team leadership, (5) team coordination and cooperation, (6) team commitment, (7) team performance, (8) team satisfaction, and (9) task interdependence. In addition, after comparing several models and theories, a conceptual model that demonstrates relationships among the identified factors was proposed. It asserted team performance and team satisfaction as the predictors of team effectiveness.

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Strategic Business Management: A Practical Framework and Causal Model of Empowering Leadership, Team Cohesion, Knowledge-Sharing Behavior, and Team Performance

Cited by 39 publications

References 54 publications

The Mediating Effect of Proactive Knowledge Sharing Among Transformational Leadership, Cohesion, and Learning Goal Orientation on Employee Performance

The Mediating Effect of Proactive Knowledge Sharing Among Transformational Leadership, Cohesion, and Learning Goal Orientation on Employee Performance

Linking Empowering Leadership and Employee Work Engagement: The Effects of Person-Job Fit, Person-Group Fit, and Proactive Personality

Modelling Team Effectiveness and its Determinants Among Multidisciplinary Engineering Students: A Case of Malaysian Public University

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