Work-Group Cohesion

Summers, Irvin; Coffelt, T. A.; Horton, Roy E.

doi:10.2466/pr0.1988.63.2.627

Cited by 61 publications

(43 citation statements)

References 20 publications

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“…Although one team member claimed to "not see the point of spending 1.5 hours every week on PowWow," others enjoyed the closer relationship they felt they developed with the leader and team members, the "high level of trust," and the "unique working relationship" that developed as a result of the extensive communication. This anecdotal evidence is consistent with prior research that establishes a link between group cohesiveness and performance [36,47]. To summarize, the most effective leaders (based upon team members' perceptions) were those who communicated regularly, answered team member questions, provided feedback, gave directions, and approached the members with a cordial, yet assertive tone.…”

Section: Qualitative Analysis Of Member and Leader Responses Leadershsupporting

confidence: 68%

“…First, given the "altered" social context, leaders must be able to build and maintain a social climate necessary for ensuring adequate levels of team unity and cohesiveness. This is extremely important since group cohesion has been empirically linked to group effectiveness [36,47]. Second, the role of managing/coordinating the communications process may take on heightened significance given the challenges noted above.…”

Section: Theoretical Foundationmentioning

confidence: 97%

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Leadership Effectiveness in Global Virtual Teams

Kayworth

Leidner

2002

Journal of Management Information Systems

505

340

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TIM KAYWORTH is an Assistant Professor of Management Information Systems in the College of Business at Baylor University. He has prior industry experience in information systems consulting and has also held positions as director of management information systems and operations manager for private sector firms. Professor Kayworth's current research interest centers on the management of information technology in organizations and the effects of information technology (IT) infrastructure and its development within organizations. He has conducted field-based research addressing the use and effectiveness of corporate IT standards in contemporary firms. Professor Kayworth's work has been published in the proceedings ABSTRACT: The trend toward physically dispersed work groups has necessitated a fresh inquiry into the role and nature of team leadership in virtual settings. To accomplish this, we assembled thirteen culturally diverse global teams from locations in Europe, Mexico, and the United States, assigning each team a project leader and task to complete. The findings suggest that effective team leaders demonstrate the capability to deal with paradox and contradiction by performing multiple leadership roles simultaneously (behavioral complexity). Specifically, we discovered that highly effective virtual team leaders act in a mentoring role and exhibit a high degree of understanding (empathy) toward other team members. At the same time, effective leaders are also able to assert their authority without being perceived as overbearing or inflexible. Finally, effective leaders are found to be extremely effective at providing regular, detailed, and prompt communication with their peers and in articulating role relationships (responsibilities) among the virtual team members. This study provides useful insights for managers interested in developing global virtual teams, as well as for academics interested in pursuing virtual team research.

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Section: Qualitative Analysis Of Member and Leader Responses Leadershsupporting

confidence: 68%

Section: Theoretical Foundationmentioning

confidence: 97%

Leadership Effectiveness in Global Virtual Teams

Kayworth

Leidner

2002

Journal of Management Information Systems

505

340

View full text Add to dashboard Cite

show abstract

“…F = female; M = male; OCP = Organisational Culture Profile; S = summerer; W = winterer. The results also revealed a significant positive association between perceived group cohesion and job satisfaction, supporting the proposition of past research that individuals are unlikely to feel attracted to a group unless they experience some personal satisfaction from their membership of it (Dailey, 1978;Summers et al, 1988). portant component of person -culture fit (Ferris & Judge, 1991;Jackson et al, 1991;Rynes et al, 1991), with individuals demographically similar to the dominant Antarctic station cohort reporting better fit with Antarctic station culture.…”

Section: Discussionsupporting

confidence: 81%

Antarctica: A study of person – culture fit

Sarris

Kirby

2005

Australian Journal of Psychology

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This study explored the concept of person -culture fit for men and women working in remote and isolated Australian Antarctic stations. Person -culture fit was assessed in terms of the congruence between perceived Antarctic station values and ideal organisational values. In particular, the study investigated the extent to which congruence between perceived Antarctic station values and ideal organisational values was related to individual attitudes and job outcomes, including, job satisfaction, perceived group cohesion and subjective fit. Participants were 117 men and women who participated in Australian Antarctic expeditions between 1950 and 2000. The results showed that person -culture fit was related to job satisfaction and group cohesion. Person -culture fit and demographic characteristics such as age and gender were also related to subjective fit with Antarctic station culture.

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“…A similar rationale could be developed for the expected relationship between environmental mastery À which involves an internal locus of control and the taking advantage of opportunities that arise in one's environment À and task cohesion. With regard to locus of control, an external locus of control has been proposed to increase task interdependence and thus increase team cohesiveness (Summers, Coffelt, & Horton, 1988). However, environmental volatility and unpredictability may also have negative effects on the functioning of individuals and teams.…”

Section: Relationships Between Team Cohesion and Well-being Dimensionsmentioning

confidence: 99%

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

Vanhove¹,

Herian²

2015

Research on Managing Groups and Teams

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The relationship between team cohesion and individual well-being is clear. Being part of a highly cohesive team is likely to contribute to the well-being of individual team members. A multidirectional relationship is likely as individual well-being is also likely to contribute to team cohesion. This chapter examines such critical relationships in the context of team performance. To do so, we draw on the dominant literatures related to these concepts, focusing on two specific types of team cohesion À social cohesion and task cohesion À and two specific types of well-being À subjective well-being (SWB) and psychological well-being (PWB). We contend that social cohesion and SWB are likely to be strongly related, while task cohesion and PWB are likely to share a strong relationship. Therefore, the chapter focuses on the evidence regarding the transactional relationship between social team cohesion and SWB, and transactional relationship between task team cohesion and PWB. Of course, we also recognize the close relationships between social and task cohesion, and between SWB and PWB. We consider the practical implications of studying the relationships between these concepts and put forth a number of recommendations for future research in this area.

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Work-Group Cohesion

Abstract: Work-group cohesion has been closely related to a number of variables as the present survey suggests. The content can be useful in teaching, developing research, instrument development, and exploring the hypothesized relations.

Cited by 61 publications

References 20 publications

Leadership Effectiveness in Global Virtual Teams

Leadership Effectiveness in Global Virtual Teams

Antarctica: A study of person – culture fit

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

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