Team adaptability and task cohesion as resources to the non-linear dynamics of workload and sickness absenteeism in firefighter teams

Marques-Quinteiro, Pedro; Santos, Catarina Marques; Costa, Patrícia; Graça, Ana Margarida; Marôco, João; Rico, Ramón

doi:10.1080/1359432x.2019.1691646

Cited by 14 publications

(8 citation statements)

References 74 publications

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“…Moreover, when applying compilational approaches to emergent phenomena, we would encourage analytic procedures allowing for the study of nonlinear trajectories (cf. Kozlowski & Chao, 2012), such as cusp catastrophe modelling (e.g., Marques-Quinteiro et al, 2019;Ramos-Villagrassa et al, 2018). As opposed to standard linear approaches, these models would be more adequate when capturing the potentially discontinuous nature of TPV emergence, for instance to identify certain thresholds which need to be met in order for team members to experience information deficits.…”

Section: Theoretical Implications and Directions For Future Researchmentioning

confidence: 99%

Team perceived virtuality: an emergent state perspective

Handke

Costa

Klonek

et al. 2020

European Journal of Work and Organizational Psychology

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The rapid changes of work, the ease of mobility, and ubiquitous use of virtual tools have fundamentally changed the way that teamwork in modern organizations is accomplished.Although these developments have elicited a broad range of studies focusing on the phenomenon of team virtuality, the construct itself is still tied to conceptual ambiguities, opposing theoretical underpinnings, and inconsistent findings. The present paper synthesizes the structural and social-constructivist elements of team virtuality in order to introduce the novel concept of team perceived virtuality (TPV), embedded within a theoretical model of its team-level emergence. We define team perceived virtuality as a cognitive-affective team emergent state which is grounded in collectively experienced feelings of distance and perceptions of information deficits. We further describe how TPV emerges as a function of team members' collectively developed co-constructions and identify antecedents that contribute towards this emergence. By disentangling perceptions from structural properties, the present paper conceptually advances our understanding of team virtuality beyond its structural characteristics. Ultimately, this conceptual work serves as a starting point for future research on team virtuality as a collectively constructed, team-level emergent construct.

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Section: Theoretical Implications and Directions For Future Researchmentioning

confidence: 99%

Team perceived virtuality: an emergent state perspective

Handke

Costa

Klonek

et al. 2020

European Journal of Work and Organizational Psychology

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“…In our study, we rely on recent work that has assumed multilevel homology (Chen et al, 2005) for the JD-R model. Thus, the core assumptions of this model can be applied at the individual and team level (e.g., Costa et TEMPORAL DYNAMICS OF SHARED LEADERSHIP 10 al., 2014;Marques-Quinteiro et al, 2020). When employees work in a team, they interact on a daily basis, and they are exposed to the same environment and shared conditions.…”

Section: Shared Leadership As a Promotor Of Collective Team Member Wementioning

confidence: 99%

Temporal dynamics of shared leadership

Klasmeier¹,

Lehmann‐Willenbrock²,

Rowold³

2020

Preprint

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Shared leadership is conceptualized as a dynamic team state, yet surprisingly most research is based on cross-sectional designs. Additionally, as prior studies mostly focused on performance-enhancing effects of shared leadership, little is known about consequences for team members’ work-related well-being. We expand the job demands-resources perspective to build a dynamic model of shared leadership as a team resource that affects team members’ well-being and emotional exhaustion. Furthermore, we investigate the interplay between shared leadership and team workload. We applied a daily diary study over five consecutive working days with data from 265 team members nested in 77 teams. As hypothesized, dynamic changes in shared leadership were associated with an increase in collective member well-being and a reduction of emotional exhaustion over time. Further, team workload interacted with shared leadership so that high team workload dynamics were associated with dynamics changes in collective emotional exhaustion when shared leadership dynamics were low. However, collective member well-being was not affected by such an interaction effect. These findings contribute a temporal perspective to shared leadership as a dynamic team state, establish shared leadership as an important team resource, and address the missing link between the sharing of leadership functions and collective member well-being.

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“…In contrast, those who rated the overall effect before being presented with the specific effects made an ad hoc decision and presumable took into account not only less than 45 effects but considered those who were more salient to them. The salience of specific aspects in arriving at the overall judgment may be influenced both by thoughts elicited by the instruction of the survey and by recent experience in one’s jobs, such as attendance/absence cultures ( Xie and Johns, 2000 ; Ruhle and Süß, 2020 ) or task cohesion ( Marques-Quinteiro et al, 2019 ).…”

Section: Discussionmentioning

confidence: 99%

Sickness presenteeism explained by balancing perceived positive and negative effects

Lohaus

Habermann²,

Nachreiner

2022

Front. Psychol.

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Within the ever-growing body of research on sickness presenteeism, studies of perceived consequences are scarce and equally rare are joint considerations of beneficial and harmful effects. This study examined how experienced and expected consequences of the behavior are related to presenteeism. Positive and negative effects were considered simultaneously and comprehensively. This approach allowed us to capture the trade-off process of individuals in deciding to work or call in sick when ill. In a cross-sectional online survey, 591 working adults in Germany rated a thoroughly developed pool of specific experienced or potential consequences of working while sick and gave an overall judgment of effects. The results show that perceptions of effects are consistent with behavior. Individuals who exhibit presenteeism do so primarily because of work-related effects such as the completion of one’s work tasks and the meeting of deadlines. Few specific effects stand out and can largely explain attendance behavior and the overall assessment of effects. The findings are consistent with the assumptions of the health belief model and the expectancy value theory of work motivation and they relate to the health-performance framework. They demonstrated that benefits and costs of the behavior are simultaneously weighed in the decision to engage in presenteeism or not.

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Team adaptability and task cohesion as resources to the non-linear dynamics of workload and sickness absenteeism in firefighter teams

Cited by 14 publications

References 74 publications

Team perceived virtuality: an emergent state perspective

Team perceived virtuality: an emergent state perspective

Temporal dynamics of shared leadership

Sickness presenteeism explained by balancing perceived positive and negative effects

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