Team Cohesion and Individual Well-Being: A Conceptual Analysis and Relational Framework

Vanhove, Adam J.; Herian, Mitchel N.

doi:10.1108/s1534-085620150000017004

Cited by 20 publications

(19 citation statements)

References 105 publications

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“…We show that the more coherent the teams, the more important the degrees of communication and collaboration; and hence the stronger the employees’ attachment toward their organization. These results are in line with the previous results of Vanhove and Herian (2015), Thye et al (2014), Markova and Perry (2014), Hulpia and Devos (2010), Hulpia et al (2011), Leithwood et al (2008), Gronn (2002) and Spillane (2006). They confirm that the concerted action, the joint activity and the practical aspect of distributed leadership are crucial to employees’ commitment.…”

Section: Discussionsupporting

confidence: 93%

Distributed leadership and organizational commitment: moderating role of confidence and affective climate

Sedrine

Bouderbala

Hamdi

2020

EBR

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Purpose The purpose of this study is to examine the effect of distributed leadership on organizational commitment and the role of trust and open group climate as moderator variables in this relationship. Design/methodology/approach To test the conceptual model and research hypotheses empirically, the authors collected data based on an investigation over a sample of 318 engineers in the Information Technology telecommunication sector in Tunisia. The results were analyzed using factor analysis and structural equation modeling. Findings The results show a significant and positive impact of the support function, of the participation in decision-making and cooperation on organizational commitment. The authors find evidence for the existence of a positive moderating effect of trust and affective climate at the level of the causal link between distributed leadership and organizational commitment dimensions. Research limitations/implications These results provide useful indications for managers within the framework of leadership style that is more appropriate to the group’s proper functioning. Throughout this work, managers will know that distributed leadership is adapted to create a social climate based on dialogue and trust, an essential element of distributed leadership. Supervision and authority should give up a coercive vision in a more cooperative and constructive approach. Coordination should be founded on a horizontal and transversal vision of the organization. Originality/value Distributed leadership is increasingly seen as a key vehicle for firms’ improvement and renewal. However, research on this concept was largely conducted in the field of education and health. Studies dealing with small and medium-sized companies are rather scarce. There are not, to the best of the authors’ knowledge, any works in the Tunisian context because the majority of the reference studies are Anglo-Saxon. The originality and value of this research lies in its anchoring in the context. Moreover, this study provides empirical evidence of the importance of the role of the affective climate on organizational commitment. Indeed, engagement is a behavioral and attitudinal indicator of organizational climate. This paper is intended to provide a stimulus for exploring the distributed leadership area in terms of shaping thinking and designs for organizational change to enhance organizational commitment in a highly digital world.

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Section: Discussionsupporting

confidence: 93%

Distributed leadership and organizational commitment: moderating role of confidence and affective climate

Sedrine

Bouderbala

Hamdi

2020

EBR

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“…One mechanism that is seen as crucial both for the functioning of the group and for the mental health of the group members is group cohesion (Vanhove & Herian, 2015). Cohesion captures the strength of shared task-related and social bonds between group members, thus the extent to which group members “stick together” and commit to shared goals (Carron & Brawley, 2012; Casey-Campbell & Martens, 2009; Salas et al, 2015).…”

mentioning

confidence: 99%

The role of harassment and group cohesion for depressive and anxiety symptoms.

Thomas¹,

Hummel²,

Schäfer³

et al. 2022

Canadian Journal of Behavioural Science / Revue canadienne des

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Group cohesion is thought to be beneficial for the mental health of group members. However, this association could depend on whether the focus lies on one's perceived personal relationship to other group members or on one's perception of cohesion of the whole group. The association between higher perceived group cohesion of the whole group and improved mental health might decrease if individual group members are exposed to interpersonal mistreatment, such as harassment. Using γ regressions, we examined the interaction between perceived cohesion of the whole group and perceived harassment predicting depressive and anxiety symptoms. Twelve months following military deployment, 1,483 participants rated harassment and cohesion within their units during the time of deployment and reported on anxiety and depressive symptoms in the past 7 days. Cohesion was negatively related to anxiety, χ 2 (2) = 27.12, p < .001, and depressive symptoms, χ 2 (2) = 31.07, p < .001. However, with increasing reported harassment, these associations decreased, anxiety symptoms: χ 2 (2) = 7.47, p = .024, depressive symptoms: χ 2 (2) = 10.73, p = .005. The negative association between perceived group cohesion and internalizing symptoms is in line with existing findings. However, this is the first study to provide preliminary evidence for the notion that individuals who are exposed to harassment benefit less from perceived group cohesion. If this is confirmed, future studies should investigate whether individuals exposed to interpersonal mistreatment benefit more from interventions that specifically focus on harmful relationships within the group than from interventions targeting cohesion of the group as a whole. Public Significance StatementThis article investigates the role of harassment and perceived group cohesion for mental health in an occupational context. It provides preliminary evidence that, although higher perceived group cohesion is generally related to improved psychological health, individuals exposed to interpersonal mistreatment by other group members or leaders benefit less from perceived group cohesion. Interventions focusing on the group as a whole might thus neglect mistreated individuals, who could instead benefit from interventions that specifically target harmful relationships within the group.

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“…Cohesion can be defined as the result of all the forces acting on members to remain in the team (Festinger, 1950). Among the different typologies of team cohesion that can be identified in the literature, the two-dimensional conceptualization of this construct, which distinguishes between task cohesion (i.e., the shared commitment among team members to achieving goals that require collective efforts) and social cohesion (i.e., emotional bonds among team members), is the one that provides the greatest consensus (Chang & Bordia, 2001; Salas et al, 2015; Vanhove & Herian, 2015).…”

mentioning

confidence: 99%

Maximizing Learning Through Cohesion: Contributions From a Nonlinear Approach

Dimas

Lourenço

Rebelo

et al. 2020

Small Group Research

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This study explores the relationship between team cohesion and team learning by adopting a nonlinear approach. A quantitative study with a sample composed of 82 organizational teams was conducted. Radial basis function (RBF) interpolation models were used, and results showed that the best predicting ability was obtained by the Thin Plate RBF model, which revealed that an increase in both dimensions of cohesion leads to an increase in team learning up to a certain threshold. Moreover, our results showed that the maximum value of team learning is obtained at higher values of task cohesion and moderate values of social cohesion.

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Team Cohesion and Individual Well-Being: A Conceptual Analysis and Relational Framework

Cited by 20 publications

References 105 publications

Distributed leadership and organizational commitment: moderating role of confidence and affective climate

Distributed leadership and organizational commitment: moderating role of confidence and affective climate

The role of harassment and group cohesion for depressive and anxiety symptoms.

Maximizing Learning Through Cohesion: Contributions From a Nonlinear Approach

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