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Purpose This paper aims to test if team reflexivity is a countermeasure to the detrimental effect of team virtuality on team performance improvement, in decision-making teams. Design/methodology/approach Study 1 regarded 210 individuals (N = 44 teams) executing five decision-making tasks. Study 2 regarded 60 individuals (N = 20 teams) executing four decision-making tasks. Study 1 was longitudinal, with no experimental manipulation. Study 2 had an experimental longitudinal design comprising two between-team manipulations: medium of communication and team reflexivity; the outcome was team performance improvement. Findings Study 1’s results show that team reflexivity positively moderates the effect of virtuality on team performance improvement over time. Study 2’s results shows that a reflexivity manipulation benefits face-to-face teams more so than virtual teams, probably because team reflexivity is more effective when media richness is high. Originality/value The implications of reflexivity’s lack of effect in low virtuality (Study 1) and high virtuality (Study 2) teams are discussed. This study contributes to the team learning and virtual teams’ literatures by expanding current knowledge on how team reflexivity can facilitate team learning under face-to-face versus virtual communication conditions.

This study integrates the job demands-resources model and authentic leadership theory to test the general hypothesis that authentic leadership is a job resource that enables flourishing and performance in healthcare teams. Furthermore, this article tests the hypothesis that the daily bed occupancy is a job demand that weakens this relationship. Participants were 106 nurses that were distributed across 33 teams from two hospitals. The results suggest that the authentic leadership of team leaders is positively related with subjective and objective team performance, but only when daily bed occupancy is low. Authentic leadership had no relationship with team flourishing, regardless of the daily bed occupancy. Our findings suggest that the extent to which authentic leadership is adequate to promote the performance of teams working in a hospital setting is sensitive to contextual boundary conditions. Leading authentically might only be effective under specific circumstances. Fundação para a Ciência e Tecnologia - FCT info:eu-repo/semantics/publishedVersion

Research has demonstrated the value of team adaptation for organizational teams. However, empirical work on interventions that teams can take to increase adaptive team performance is scarce. In response, this study proposes a concept mapping intervention as a way to increase teams’ ability to adapt following a task change. Particularly, this study examines the effect of a concept mapping intervention on team transition adaptation (the drop in performance after a change) and reacquisition adaptation (the slope of performance after the change) via its effect on task mental models and transactive memory systems. We conducted a longitudinal experimental study of 44 three-person teams working on an emergency management simulation. Findings suggest that the concept mapping intervention promotes reacquisition adaptation, task mental models, and transactive memory systems. Results also suggest that task mental models mediate the effect of the concept mapping intervention on reacquisition adaptation. A post hoc analysis suggests that the concept mapping intervention is only effective if it leads to high task mental model accuracy. Our study presents concept mapping as a practical intervention to promote shared cognition and reacquisition adaptation. Fundação para a Ciência e Tecnologia - FCT info:eu-repo/semantics/acceptedVersion

The current study builds on the non-linear Dynamic Systems (NDS) perspective to test the assumption that change in sickness absenteeism is non-linear, and that such change is due to workload, team adaptability and task cohesion. Participants were 37 firefighter teams (n = 250 individuals) from a main European capital city. The research hypotheses were tested using SPSS and the “cusp” package, in the statistical software R. The results suggest that change in sickness absenteeism behaviours over time is non-linear, with the cusp catastrophe model predicting such behaviours better than the linear and logistic models. In our model, task cohesion functions as an asymmetry factor (i.e., the independent variable that determines the strength and discrepancy between the two stable states of the dependent variable) leading to a linear change in sickness absenteeism. Interestingly, both workload and team adaptability function as bifurcation (i.e., the independent variable that determines the change between the two stable states of the order parameter) and asymmetry factors leading to non-linear and linear change in sickness absenteeism over time. This study contributes to the growing evidence that incorporating the NDS perspective enables a better understanding of action teams, namely those working in extreme environments. info:eu-repo/semantics/acceptedVersion

PurposeThe negative consequences of job insecurity on the well-being of individuals are well known. However, the perceptions of job insecurity over time and how some factors such as social support may affect them have received limited attention. This study follows precarious schoolteachers for three weeks before the end of their contract to explore how their perceptions of job insecurity evolve over time.Design/methodology/approachThe participants were 47 precarious schoolteachers who first completed a general questionnaire, then a diary survey on nine occasions over the course of the three weeks. Data was analysed with MPLUS 7.3.FindingsThe results suggest intra-individual differences regarding the way job insecurity was perceived over time. An additional discovery was that support provided by the school principal was negatively related to changes in job insecurity over time.Research limitations/implicationsThe relatively small sample size, which includes only precarious schoolteachers, and the methodology complexity of the diary are limitations of this study.Practical implicationsThis study highlights the subjective nature of the perceptions of job insecurity. It also shows the importance of the school principal's social support towards precarious schoolteachers; therefore, practitioners should propose interventions to enhance the quality of principal–teachers relationships.Originality/valueThis study contributes to the literature by investigating how perceptions of job insecurity evolve over time and the role of social support.

This research tested whether observing members of a dyad behave in synchrony influences observers' expectations and intentions about that dyad. In four studies, participants observed a dyad move in synchrony and were asked to make inferences about them. Results suggest that interpersonal synchrony serves as a social cue, such that observers expect the members of the dyad to work well together. Moreover, synchrony makes observers more likely to want to affiliate with the dyad. These findings shed light on how the social function of synchrony extends beyond the people who experience it to those who observe it. info:eu-repo/semantics/submittedVersion

This study examines teams as complex adaptive systems (tCAS) and uses latent growth curve modeling to test team cohesion as an initial condition conducive to team performance over time and the mediational effect of team coordination on this relationship. After analyzing 158 teams enrolled in a business game simulation over five consecutive weeks, we found that change in team coordination was best described by a continuous linear change model, while change in team performance was best described by a continuous nonlinear change model; and the mediation latent growth curve model revealed a negative indirect effect of team cohesion on the level of change in team performance over time, through the level of change in team coordination. This study contributes to the science of teams by combining the notions of initial conditions with co-evolving team dynamics, hence creating a more refined temporal approach to understanding team functioning. Fundação para a Ciência e a Tecnologia - FCT info:eu-repo/semantics/publishedVersion

University professors face numerous challenges, especially when teaching issues related to political behavior. Recent studies in Brazil have shown that technology, clarity of information and impartial debates in the classroom have led to the development of more frequent political behaviors among Brazilian students. However, this research subject remains poorly addressed in Brazil. We investigated the development of political attitudes and political behavior of undergraduate students in Brasilia, Brazil. We applied questionnaires to students (N = 349) in undergraduate courses (social, exact and health sciences) of a public university in Brasilia (Federal District), capital of Brazil. Principal Components Analysis was used and three dimensions of political attitudes were created: (i) Degree of political knowledge Factor (PK), (ii) Positive Feelings about Politics Factor (PFP) and (ii) Negative Feelings about Politics Factor (NFP). The results suggest that students from social sciences undergraduate courses have a higher PK average in comparison to other student groups. Moreover, a linear regression model was developed for PFP factor. For PFP and NFP, the students from the social sciences areas were statistically significant (p

This study tests the hypothesis that self-leadership is positively related with employee adaptive performance and job satisfaction in rapid change and unpredictable work environments. This assumption was tested through a quasi-experimental study regarding the implementation of a self-leadership training programme in the Private Banking department of an international bank. Change in private bankers’ self-leadership, adaptive performance and job satisfaction was measured three times, over a period of 8 months. During the fourth month of the training programme implementation, the bank underwent an unexpected bailout. Fifty-two private bankers were randomly assigned to an experimental group (n = 28) and to a control group (n = 24). The results showed an increase in self-leadership, adaptive performance and job satisfaction for the experimental group, while job satisfaction decreased for participants in the control group. Our findings suggest that change in the level of self-leadership is positively related with change in the level of adaptive performance and job satisfaction over time. This study presents new evidence that individual adaptive performance and job satisfaction can be enhanced through self-leadership training. Self-leadership training can be used as a valuable tool to help organizations improve employees’ adaptive performance and job satisfaction, especially during organizational crisis. Fundação para a Ciência e a Tecnologia - FCT info:eu-repo/semantics/publishedVersion

Self-leadership is designed to influence positive outcomes like individuals’ innovative capacity in the workplace. Nevertheless, research on the relationship between self-leadership and individual innovation has failed to determine which self-leadership strategies contribute to innovation. Thus, this study aims to: explore the existence of different profiles of self-leadership strategies in hospital nurses and, test if these different profiles have different effects on individuals’ ability to be innovative. 288 nurses participated in this study. Firstly, data was analysed using Cluster analysis. Secondly, to verify the significance of the association between self-leadership clusters and individual innovation chi-square tests were conducted and the adjusted residuals were considered. Results revealed the existence of 3 different clusters of self-leadership, and that individual innovation is more frequent when all self-leadership strategies are used. The findings suggest that self-leadership strategies vary between individuals and that they all should be fostered in order to promote individual innovation. A auto-liderança tem como objetivo o desenvolvimento de resultados positivos como é o caso do desenvolvimento da capacidade de se ser inovador no local de trabalho. Contudo, até ao momento, a investigação sobre a relação entre a auto-liderança e a inovação individual não foi capaz de determinar quais as estratégias de auto-liderança que contribuem para que um individuo seja inovador. Por isto, este estudo tem como objetivos: explorar a existência de diferentes perfis de estratégias de auto-liderança em enfermeiros/as hospitalares e, verificar se estes perfis têm diferentes efeitos sobre a capacidade destes indivíduos serem inovadores. 288 enfermeiros/as participaram neste estudo. Inicialmente, os dados foram analisados ??por meio de uma análise de Clusters. Seguidamente, e por forma a verificar o significado da associação entre os clusters de auto-liderança e a inovação individual, levaram-se a cabo testes de qui-quadrado e realizou-se uma análise de resíduos ajustados. Os resultados evidenciaram a existência de três clusters de auto-liderança e, que a inovação individual é mais frequente quando todas as estratégias de auto-liderança são utilizadas. Desta forma sugere-se que as estratégias de auto-liderança variam entre os indivíduos e, que todas as estratégias devem ser propagadas a fim de promover a inovação individual.

This research tested the hypothesis that enabling leadership behaviors are positively related to the objective and subjective dimensions of teamwork effectiveness. Hypotheses testing was done during a laboratory task in which 40 teams of 5 people each (N = 200) engaged in a simulation task using the pc game SimCity4. The results suggest that enabling leadership and task cohesion are not related to team performance, R2 = .08, MSE = 1.02, F(4, 35) = .79, p = .54; and that enabling leadership is positively related to team viability, mediated by task cohesion, R2 = .71, MSE = 0.31, F(4, 35) = 21.87, p < .001. These findings also suggest that engaging in enabling leadership behaviors promotes team member commitment to a shared goal, which in turn enhances the shared perception that the team has the necessary conditions to keep working together on future assignments. Esta investigação testou a hipótese de que os comportamentos de facilitação estão positivamente relacionados com as dimensões objetiva e subjetiva da eficácia das equipas de trabalho. Participaram neste estudo 40 equipas de 5 elementos (N = 200), onde se utilizou o jogo de computador SimCity4. A análise dos efeitos diretos e indiretos sugere que os comportamentos de facilitação e a coesão de tarefa não se relacionam com o desempenho, R2 = .08, M.S.E = 1.02, F(4, 35) = .79, p = .54; e que a coesão de tarefa medeia a relação entre comportamentos de facilitação e a viabilidade, R2 = .71, MSE = 0.31, F(4, 35) = 21.87, p < .001. Estes resultados sugerem que a prática de comportamentos de facilitação promove a união dos membros da equipa, o que por sua vez é importante para a crença partilhada de que a equipa tem condições para continuar unida no futuro. La presente investigación probó la hipótesis de que los comportamientos de facilitación están positivamente relacionados con las dimensiones objetiva y subjetiva de la eficacia de los equipos de trabajo. En este estudio participaron 40 equipos de 5 elementos (N = 200), donde se utilizó el juego de ordenador SimCity4. El análisis de los efectos directos e indirectos sugiere que el comportamiento de facilitación y la cohesión de tareas no están relacionados con el rendimiento, R2 = .08, MSE = 1.02, F(4, 35) = .79, p = .54; y que la cohesión de tarea media la relación entre comportamientos de facilitación y la viabilidad, R2 = .71, MSE = 0.31, F(4, 35) = 21.87, p < .001. Estos resultados sugieren que la práctica de comportamiento de facilitación promueve la unión de los miembros del equipo, así como la creencia compartida de que el equipo tiene condiciones para continuar unido en el futuro. info:eu-repo/semantics/publishedVersion

WOS:000323856900005 (Nº de Acesso Web of Science) For emergency response teams such as SWAT (special weapons and tactics) or police tactical teams, team performance comes with life or death consequences. Nevertheless, research gives little attention to the dynamics particular to teams performing in extreme, dangerous, and stressful situations. In teams like police tactical teams the ability to coordinate members' actions and expertise, while adapting to evolving circumstances, is paramount. This study examines the combined effects of team implicit coordination and transactive memory systems on team adaptive behaviors and performance in a sample of 42 real police tactical teams. Contrary to predictions in the literature, our findings suggest that team implicit coordination can benefit performance even for teams performing nonroutine tasks. Moreover, we found that the relationship between team implicit coordination and team adaptive behaviors is strengthened by transactive memory systems. In the end, we discuss the implications of these findings and point new directions for future research.

Recent theoretical contributions have suggested a theory of leadership that is grounded in complexity theory, hence regarding leadership as a complex process (i.e., nonlinear; emergent). This article tests if complexity leadership theory promotes efficiency in work groups. 40 groups of five participants each had to complete four decision making tasks using the city simulation game SimCity4. Before engaging in the four decision making tasks, participants received information regarding what sort of leadership behaviors were more adequate to help them perform better. Results suggest that if complexity leadership theory is applied, groups can achieve higher efficiency over time, when compared with other groups where complexity leadership is not applied. This study goes beyond traditional views of leadership as a centralized form of control, and presents new evidence suggesting that leadership is a collective and emergent phenomenon, anchored in simple rules of behavior. Fundação para a Ciência e a Tecnologia (FCT) info:eu-repo/semantics/publishedVersion

Versão pré-print, This article explores the relationship between goal orientation, self-leadership dimensions, and adaptive and proactive work role performances. The authors hypothesize that learning orientation, in contrast to performance orientation, positively predicts proactive and adaptive work role performances and that this relationship is mediated by self-leadership behavior-focused strategies. It is posited that self-leadership natural reward strategies and thought pattern strategies are expected to moderate this relationship. Workers (N = 108) from a software company participated in this study. As expected, learning orientation did predict adaptive and proactive work role performance. Moreover, in the relationship between learning orientation and proactive work role performance through self-leadership behavior-focused strategies, a moderated mediation effect was found for self-leadership natural reward and thought pattern strategies. In the end, the authors discuss the results and implications are discussed and future research directions are proposed.

WOS:000306590800011 (Nº de Acesso Web of Science) “Prémio Científico ISCTE-IUL 2013” This study aimed to adapt the Revised Self-Leadership Questionnaire (RSLQ) (Houghton and Neck in J Manag Psychol 17(8):672–691, 2002) for the Portuguese population. 720 professionals, and university and post-graduate students participated in this study. The RSLQ factorial structure was accessed through exploratory and multi group confirmatory factor analysis. From the 9 sub dimensional and 34 items original scale, only 7 sub dimensions and 21 items were preserved. The model tested through cross-validation multigroup analysis proved to be totally invariant across the groups, suggesting good model fit.