4.3.4 COHESION
Cohesion in the workplace increases the satisfaction of employees, their commitment and the shared objectives, while reducing stress and conflicts. Pelled et al. (1999) sustain that healthy interpersonal relations helps to maintain effective and appropriate relationship with colleagues which leads to better flow of information exchanges better and decision making. Swezey and Salas (1992), instead, point out that the cohesion may represent the discriminating element between effective and ineffective teams. Indeed, highly cohesive teams are inclined to have less absenteeism, are more involved in team tasks and high level of coordination during team activities (Morgan and Lassiter 1992).
4.3.5 COMMITMENT
The commitment takes the …show more content…
However, in this regard, researches are still not conclusive about impact of team performance (Wageman 2001).
Finally, the shared leadership, defined as emerging team property that result from the distribution of leadership across multiple team members (Carson et al. 2007), has received particular attention to assess the influence on team performance. Despite empirical evidences mainly support positive influence on team performance (Ensley et al. 2006, Sivasubramaniam et al. 2002), such as higher commitment, (Katz and Kahn 1978), greater effort, coordination and efficiency (Nahapiet et al. 1998), other studies assert that shared leadership does not have necessarily positive effect on team results (Mehra et al. 2006).
4.3.7 REWARD AND …show more content…
In this regard, Buller and Bell (1986) remark the importance of individual trainings, which deliver appropriate knowledge, skills and abilities (KSA) necessary to complete the tasks assigned. Yet, because of the uniqueness of the roles, these KSAs need to be integrated with other team members (Goldstein and Ford 2012). Individual team members must develop additional KSAs, rather intangible skills, such as the understanding of other team members roles, the development of means to facilitate the integration and the interdependencies among these roles (Delise et al. 2010). Despite many successful organisations dedicate substantial resources to training programs with aim to enhance their competitiveness through improvement of team capabilities, unfortunately, team training too often is considered as a fad, characterised by a poor and inadequate assessment with no understanding of real needs of the
Cohesion in the workplace increases the satisfaction of employees, their commitment and the shared objectives, while reducing stress and conflicts. Pelled et al. (1999) sustain that healthy interpersonal relations helps to maintain effective and appropriate relationship with colleagues which leads to better flow of information exchanges better and decision making. Swezey and Salas (1992), instead, point out that the cohesion may represent the discriminating element between effective and ineffective teams. Indeed, highly cohesive teams are inclined to have less absenteeism, are more involved in team tasks and high level of coordination during team activities (Morgan and Lassiter 1992).
4.3.5 COMMITMENT
The commitment takes the …show more content…
However, in this regard, researches are still not conclusive about impact of team performance (Wageman 2001).
Finally, the shared leadership, defined as emerging team property that result from the distribution of leadership across multiple team members (Carson et al. 2007), has received particular attention to assess the influence on team performance. Despite empirical evidences mainly support positive influence on team performance (Ensley et al. 2006, Sivasubramaniam et al. 2002), such as higher commitment, (Katz and Kahn 1978), greater effort, coordination and efficiency (Nahapiet et al. 1998), other studies assert that shared leadership does not have necessarily positive effect on team results (Mehra et al. 2006).
4.3.7 REWARD AND …show more content…
In this regard, Buller and Bell (1986) remark the importance of individual trainings, which deliver appropriate knowledge, skills and abilities (KSA) necessary to complete the tasks assigned. Yet, because of the uniqueness of the roles, these KSAs need to be integrated with other team members (Goldstein and Ford 2012). Individual team members must develop additional KSAs, rather intangible skills, such as the understanding of other team members roles, the development of means to facilitate the integration and the interdependencies among these roles (Delise et al. 2010). Despite many successful organisations dedicate substantial resources to training programs with aim to enhance their competitiveness through improvement of team capabilities, unfortunately, team training too often is considered as a fad, characterised by a poor and inadequate assessment with no understanding of real needs of the