공유 리더십과 심리적 안전 분위기가 팀 성과, 팀 몰입 및 변화지향 조직시민행동에 미치는 영향에 대한 연구 : 팀 성찰의 매개효과를 중심으로

국문 초록 (Abstract)

팀 성찰(team reflexivity)은 조직연구 분야에서 최근 제기되어 팀 유효성 증진의 핵심 과정(process)요소로 지목되고 있다. 팀 성찰은 ‘새로운 환경변화에 적응을 위해 팀 구성원들이 팀의 목표, 전략적 방향성, 그리고 달성방안에 대해 자발적으로 검토하고 서로 의사소통하여 그 결과를 실제로 적용시키는 과정’으로 정의되며, 본 연구에서는 이에 대한 선행변수로서 팀 구성원들의 공유리더십(shared leadership)과 심리적 안전 분위기(psychological safety climate)를 제시하였다.
공유리더십은 공식적인 조직의 리더가 아닌 조직 구성원들간의 수평적 영향력 관계를 의미하며, 조직 구성원간의 자발적 특성과 상호 지원적 영향력으로 인해 팀 성찰을 활성화할 것으로 추측되었다. 심리적 안전 분위기는 대인적 위험감수에 대해 팀 구성원들이 안전하다고 느끼는 공유된 믿음으로 정의되며, 이는 팀 성찰이 활성화될 수 있는 조직적 환경을 조성할 것으로 추측되었다.
종속변수인 팀 유효성의 변수로는 기존의 분류 방식인 1) 성과, 2) 태도, 3) 행동의 기준에 따라 1) 팀 성과, 2) 팀 몰입, 그리고 3) 변화지향 조직시민행동(C-OCB; change-oriented organizational citizenship behavior)을 설정하였다. 변화지향 조직시민행동은 전통적인 조직시민행동에서 분화되어 조직 내 변화와 개선을 불러일으키기 위하여 수행되는 역할 외 행동이며, 심리적 안전 분위기와 팀 성찰이 활성화된 팀의 구성원은 내재적 동기부여와 변화에 대한 규범적 팀 환경의 영향으로 자연스럽게 변화지향 조직시민행동을 수행할 것이라 추측된다.
연구 변수들에 대한 문헌연구를 토대로 가설과 연구모형을 정의하였고, 국내 대기업 110개 팀(479명)을 대상으로 설문조사 및 검증을 실시하였다. 구조방정식 모형을 활용하여 측정도구에 대한 타당성 분석과 가설검증을 진행하였으며, 가설 검증 결과 총 11개의 가설적 관계가 모두 지지되었다. 단, 총 11개의 가설 중 4개에 대한 경로계수의 통계적 유의도가 p<0.05 수준에서 나타났는데(나머지는 p<0.01), 해당 가설들은 모두 심리적 안전 분위기의 직접 및 간접 효과들이며 공유리더십에 비해 상대적으로 낮은 영향력을 나타내었다.
본 연구의 이론적 시사점은 다음과 같다. 첫째, 팀 성찰의 선행변수에 대해 기존에 검토되지 않았던 리더십 영역의 변수와 집단특성 영역의 변수를 연구모형에 반영하여 그 효과를 검증하였고, 팀 성찰의 과정적 특성에 의해 영향을 받을 것으로 추측되는 팀 구성원의 행동변수에 대한 검토를 통해 변화지향 조직시민행동을 핵심 종속변수로 확인하였다. 둘째, 기존의 연구에서 거의 논의되지 못했던 공유리더십의 팀 유효성 증진에 대한 구체적인 메커니즘으로서 팀 성찰을 제시하여 향후 공유리더십에 대한 연구의 방향성을 밝히고 있다. 셋째, 심리적 안전 분위기의 팀 유효성 증진에 대한 메커니즘으로서 팀 성찰의 효과를 밝혀내었다. 이러한 심리적 안전 분위기의 효과는 과업 상호의존성이 높은 경우보다 낮은 경우에 더 크게 나타난다는 부가적인 연구 결과도 확인하였다.
실무적인 관점에서는 팀 유효성 증진을 위한 팀 성찰 향상전략을 도출하였는데, 리더와 조직의 관점에서 팀 구성원들에 대한 지원 및 개발 방향성을 정리하였다.
이러한 시사점에도 불구하고 본 연구는 다음과 같은 한계를 가진다. 첫째, 국내 대기업의 일반 팀 조직을 대상으로 조사를 진행함으로써 측정 조건을 구조적으로 동일화하지 못했다. 둘째, 비교적 새로운 개념인 공유리더십과 심리적 안전 분위기의 측정도구의 신뢰성 및 타당성 측면에서 향후 개선의 여지가 발견되었다. 셋째, 공통방법편의(common method bias)에 대한 대처가 충분하지 못했다. 향후 개선방향 부분에서 이러한 한계를 극복하기 위한 이론적, 방법론적 연구 방향성을 제시하고 있다.

다국어 초록 (Multilingual Abstract)

Team reflexivity – the extent to which teams reflect upon and modify their functioning - is a concept that has only recently emerged in the organizational literature and for which there were only little evidences on its effects and relationship with other variables.
In this study, I examined the extent to which teams’ shared leadership and psychological safety climate affected team process (i.e., reflexivity) and in turn team outcomes(i.e., performance, commitment, and change-oriented organizational citizenship behavior). Shared leadership refers to a team property whereby leadership is distributed among team members rather than focused on a single designated leader, and is thought to enhance team performance on complex tasks. Psychological safety climate of teams refers to shared belief that the team is safe for interpersonal risk taking.
Change-oriented organizational citizenship behavior is another form of OCB that challenges the status quo through suggestions for constructive changes in work methods, processes, and policies. As of its challenging characteristics, it is hypothesized to be affected by team’s change-favourable and change-support climate.
Participants in the study were 479 members of 110 real work teams in large Korean companies. In order to explore the hypothesized causal models, this study employed structural equation modeling techniques.
As predicted, 7 of 11 main effects were found statistically significant(p<0.01) and 4 were marginally significant(p<0.05). Further analyses showed interaction effects of task interdependence and psychological safety climate on the measures of team reflexivity.
In summary, through an examination of shared leadership, psychological safety climate, and team reflexivity in real team setting, this study provided greater insight into the nature of these constructs. I conclude by discussing the implications of these findings for the team effectiveness literature and suggesting future research subjects in this field of study.

목차 (Table of Contents)

• 논문 요약 x
• 제 1 장 서 론 1
• 1. 문제제기 및 연구목적 1
• 1) 연구배경 1
• 2) 연구목적 4
• 2. 연구범위 및 연구방법 7
• 3. 논문의 구성 8
• 제 2 장 이론적 배경 9
• 1. 팀 성찰(team reflexivity) 9
• 1) 팀 유효성 모형 9
• (1) 팀 유효성 종합 모형 (I-P-O) 9
• (2) 투입 요소 (Input) 11
• (3) 과정 요소 (Process) 12
• (4) 산출 요소 (Output) 15
• 2) 팀 과정 요소로서의 팀 성찰 (team reflexivity) 18
• (1) 기존 과정요소 연구 18
• (2) 핵심 과정요소로서의 팀 성찰 19
• (3) 팀 성찰 연구 동향 22
• (4) 팀 성찰 선행변수 및 결과변수 23
• 2. 공유리더십(shared leadership) 25
• 1) 팀 유효성 투입요소로서의 리더십 25
• (1) 기존 연구 동향 25
• (2) 팀 리더십(team leadership) 연구 25
• (3) 팀 상황의 리더십 행동 연구 27
• 2) 공유리더십(shared leadership) 30
• (1) 공유리더십 출현 배경 30
• (2) 공유리더십의 핵심 개념 31
• (3) 공유리더십의 효과에 대한 연구 37
• 3) 팀 성찰 선행변수로서의 공유리더십 39
• 3. 심리적 안전 분위기 (psychological safety climate) 41
• 1) 심리적 안전 분위기 출현 배경 41
• 2) 심리적 안전 분위기 연구 동향 42
• (1) 심리적 안전 분위기 개념 42
• (2) 심리적 안전 분위기 유사 개념 42
• (3) 심리적 안전 분위기 주요 실증 연구 46
• 3) 심리적 안전 분위기와 팀 성찰 48
• 4. 팀 성과 (team performance) 49
• 1) 팀 유효성 변수로서의 팀 성과 49
• 2) 팀 성찰과 팀 성과 50
• 5. 팀 몰입 (commitment to team) 52
• 1) 팀 유효성 변수로서의 팀 몰입 52
• 2) 팀 성찰과 팀 몰입 53
• 6. 변화지향 조직시민행동 (C-OCB) 56
• 1) 변화지향 조직시민행동의 개념 56
• (1) 정의 및 핵심 개념 56
• (2) 연구 동향 60
• 2) 팀 성찰과 변화지향 조직시민행동 65
• 제 3 장 연구의 설계 66
• 1. 연구 모형 66
• 2. 연구 가설의 설정 67
• 1) 공유리더십과 팀 성찰 67
• 2) 심리적 안전 분위기와 팀 성찰 69
• 3) 팀 성찰과 팀 성과 70
• 4) 팀 성찰과 팀 몰입 72
• 5) 팀 성찰과 변화지향 조직시민행동 73
• 6) 매개효과에 대한 가설 75
• 7) 완전매개모형 설정 배경 76
• 3. 자료 수집 및 분석 방법 77
• 1) 자료 수집 방법 77
• 2) 분석 수준 78
• 3) 분석 방법 79
• 4. 변수의 조작적 정의 및 측정 80
• 1) 공유 리더십 (shared leadership) 80
• 2) 심리적 안전 분위기 (psychological safety climate) 83
• 3) 팀 성찰 (team reflexivity) 84
• 4) 팀 성과 (team performance) 86
• 5) 팀 몰입 (commitment to team) 86
• 6) 변화지향 조직시민행동(C-OCB) 87
• 제 4 장 연구 결과 89
• 1. 분석 접근 방식 89
• 1) 표본의 특성 89
• 2) 분석 과정 91
• 2. 탐색적 요인분석 92
• 1) 단일차원검증 93
• 2) 탐색적 요인분석 95
• 3. 기술통계 및 신뢰도 분석 99
• 4. 분석 수준 검토 101
• 1) 분석수준 검토 필요성 101
• 2) 주요 지표 102
• (1) rwg (reliability within group) 102
• (2) ICC(1) 103
• (3) ICC(2) 104
• 3) 분석수준 검토 결과 105
• 4) 조작적 정의의 수정 106
• 5. 측정 모형 분석 107
• 1) 확인적 요인 분석 107
• 2) 측정도구의 타당성 분석 112
• 6. 구조 모형 분석 114
• 1) 제안모형 분석 114
• 2) 수정모형 검토 116
• (1) 모형개발 전략의 쟁점 117
• (2) 추가지수 검토 및 수정모형 도출 118
• (3) 수정모형 도출(직접 경로의 추가) 120
• 3) 연구 가설의 검증 123
• 4) 개인 수준에서의 구조 모형 검토 124
• 5) 직무 특성의 조절효과에 대한 추가 검토 126
• 제 5 장 시사점 및 한계점 131
• 1. 연구 결과 요약 131
• 1) 가설 검증 결과 131
• 2) 주요 연구 결과 132
• (1) 공유리더십의 효과 133
• (2) 심리적 안전 분위기의 효과 133
• (3) 팀 성찰의 효과 134
• 2. 연구의 시사점 135
• 1) 이론적 시사점 135
• 2) 실무적 시사점 – 팀 성찰 향상 전략 136
• 2. 연구의 한계 및 개선 방향 138
• 1) 연구의 한계 138
• 2) 개선 방향 142
• (1) 이론적 개선 방향 142
• (2) 방법론적 개선 방향 143
• 참고 문헌 144
• <부록> 설문지 169
• 영문 요약 176

참고문헌 (Reference)

1. Teamwork, Larson, LaFasto, , 1989

2. Groupthink, Janis, , 1982

3. Leadership, Burns, James MacGregor, Harper & Row, , 1900

4. Technology, Goldstein, Van der Merwe, Spiegel, Dow, , 2008

5. Keen to Help?, Heslin, Vandewalle, Latham, , 2006

6. Group dynamics, Shaw, , 1976

7. Team leadership, Margerison, Charles J, Thomson, Team leadership, , 2002

8. Process consultation, Schein, Edgar H, Addison-Wesley, , 1988

9. The fifth discipline, Senge,P, , 1994

10. 요인분석의 기초, 이순묵, 교육과학사, , 2006

11. The Attraction paradigm, Byrne, Donn Erwin, Academic, , 1971

12. 공변량 구조 분석, 이순묵, , 1990

13. Shared leadership theory, Locke, Pearce, Conger, , 2008

14. On organizationallearning, Lundberg, On Organizational Learning, , 1989

15. The people make the place, Schneider, , 1987

16. Psychometric theory,2nd ed, Nunally,J.C, Psychometric theory (2nd ed.), , 1978

17. Group Cohesion Then and Now, Greer, , 2012

18. Leadership capacity inteams, Salas, Day, Leadership capacity in teams, , 2004

19. Top management team process, Pearson, Ensley, Pearce, , 2003

20. Measuring group cohesiveness, Libo, , 1953

21. What do proactive people do?, Kraimer, Seibert, Crant, , 2001

22. Designing effective work groups, Goodman, Paul S, Jossey-Bass, , 1986

23. The nature of group cohesiveness, Carwright, The nature of group cohesiveness, , 1968

24. Multivariate dataanalysis. 4th ed, Ronal, William, Joseph, Rolph, , 1998

25. Product development: Past research, Brown, Eisenhardt, , 1995

26. Social pressure in informal groups, Back, Schachter, Festinger, , 1950

27. Work teams-How far have they come?, Gordon, , 1992

28. Reflexivity and managerial practice, Barge, , 2004

29. Groups : interaction and performance, McGrath, Joseph Edward, Prentice-Hall, , 1984

30. Organizational culture and leadership, Schein, Edgar H, Jossey-Bass, , 1997

31. The relative influence of vertical vs, Pearce, Sims, , 2002

32. Influence through social communication, Back, , 1951

33. Interdependence and GroupEffectiveness, Waterman, Collard, Interdependence and group effectiveness, , 1994

34. New Work Systems and SkillRequirements, Capelli, Rogovsky, New work systems and skill requirements, , 1994

35. Introduction to organizational behavior, Steers, , 1981

36. ProactivePersonality and Career Success, M.L.Kraimer, J.M.Crant, Seibert, Proactive personality and career success, , 1999

37. Team leadership and development: Theory, Cannon-Bowers, Kozlowski, Gully, Salas, , 1996

38. Team reflexivity in innovative projects, Hoegl, Parboteeah, , 2006

39. Group effectiveness: What reallymatters?, Shea, Guzzo, , 1984

40. Predicting voice behavior in work groups, Van Dyne, LePine, , 1998

41. Group cohesiveness: A learning phenomenon, Lott, , 1961

42. Habitualroutines in task-performinggroups, Hackman, Gersick, , 1990

43. Group Productivity, Drive and Cohesiveness, Stogdill, "Group productivity, , 1972

44. A set of methods for research on work teams, Hackman, , 1982

45. Cohesion: Conceptual and measurement issues, Brawley, Carron, , 2000

46. Is group cohesiveness a double-edged sword?, Langfred, , 1998

47. Leadership development: A review in context, Day, , 2000

48. An Integrative Model of Organizational Trust, Roger, An integrative model of organizational trust, , 1995

49. Distributed leadership as a unit of analysis, Gronn, , 2002

50. Leadership and PerformanceBeyondExpectations, GultPublishing;B.M.Bass, Leadership and performance beyond expectations, , 1985

51. Structural equation modelling in perspective, Kelloway, , 1995

52. The Role Of Trust In Organizational Settings, Kurt T.Dirks And Donald L.Ferrin, The role of trust in organizational settings, , 2001

53. Thefutureofleadershipin learningorganizations, Bass, , 2008

54. Using LISREL for Structural Equation Modeling, Kelloway, K. E., , 1998

55. Reflexivity in teams: A measure and correlates, Den Hartog, Koopman, Schippers, , 2007

56. The Social Psychology of Organizations, 2nd ed, Katz, R.Kahn, The social psychology of organizations(2nd ed), , 1978

57. The development and enforcement of group norms, Feldman, , 1984

58. Trust and Breach of the Psychological Contract, Robinson,S.L., Trust and breach of the psychological contract, , 1996

59. The design of work teams. In J. W. Lorsch (Ed.), Hackman, , 1987

60. Too much of a good thing or the more the merrier?, Neubert, , 1999

61. Group cohesiveness and productivity: A closer look, Mudrack, Group cohesiveness and productivity: a closer look, , 1989

62. Task revision: A neglectedform of work performance, Boettger, Staw, Task revision: A neglected form of work performance, , 1990

63. rwg:An assessmentofwithin-groupinterrateragreement, Wolf, James, Demaree, Rwg: An assessment of within-group interrater agreement, , 1993

64. Groups in Context: A Model of Task GroupEffectiveness, Gladstein, , 1984

65. On Tests and Indices for Evaluating Structural Models, Bentler, On tests and indices for evaluating structural models, , 2007

66. Reflexivity, revolution, and innovation in work teams, West, "Reflexivity, , 2000

67. Reflexivity and group processes: Research and practice, West, Swift, , 1998

68. Team effectiveness: Beyond skills and cognitiveability, J.Wright, Neuman, Team effectiveness: Beyond skills and cognitive ability, , 1999

69. Time pressure ,potency, and progress in project groups, Rutte, Gevers, van Eerde, "Time pressure , , 2001

70. How does trust affect the performance of ongoing teams?, Elfring, De Jong, , 2010

71. Specification searches in covariance structure modeling, MacCallum, , 1986

72. Leading teams : setting the stage for great performances, Hackman, J. Richard, Harvard Business School Press, Leading teams: Setting the stage for great performances, , 2002

73. Organizational and team commitment in a team environment, Bishop, Scott, , 2000

74. Psychological Safety and Learning Behavior in Work Teams, Edmondson, Psychological safety and learning behavior in work teams, , 1999

75. Themotivationalbasisoforganizationalcitizenship behavior, Organ, The motivational basis of organizational citizenship behavior, , 1990

76. A social network perspective on humanresources management, Brass, A social network perspective on human resources management, , 1995

77. JobEngagement: Antecedents and Effects on Job Performance, Eean R.Crawford, Rich, , 2010

78. On various intraclass correlation reliabilitycoefficients, Bartko, On various intraclass correlation reliability coefficients, , 1976

79. Personality in teams: Its relationship to social cohesion, Van Vianen, De Dreu, , 2001

80. Trust and Distrust in Organizations: EmergingPerspectives, Kramer, Trust and distrust in organizations: Emerging perspectives, , 1999

81. A temporallybased framework and taxonomy of team processes, Marks, Zaccaro, A temporally based framework and taxonomy of team processes, , 2001

82. Organizational Behavior: An Applied Psychological Approach, Hamner, Organ, , 1982

83. A predictive model of self-managing work team effectiveness, Ledford, Spreitzer, Cohen, , 1996

84. Outcomesofautonomousworkgroups:A long-term field experiment, Wall, Outcomes of autonomous work groups: A long-term field experiment, , 1986

85. Employee Creativity: Personal and Contextual Factors at Work, Oldham, Employee creativity: Personal and contextual factors at work, , 1996

86. Teamwork behaviors: A review and an integration of framework, Aube, Rousseau, Savoie, , 2006

87. The effectiveness of self-managing teams: A quasi-experiment, Cohen, Ledford, , 1994

88. Managing the bossless team: Lessons in distributed leadership, Barry, , 1991

89. Om at stave kinesiske tegn [On the spelling of Chinese signs], Nielsen, , 1993

90. Productivity loss in performance group: A motivation analysis, Shepperd, , 1993

91. Shared leadership : reframing the hows and whys of leadership, Pearce, Craig L, Sage Publications, Shared leadership: Reframing the hows and whys of leadership, , 2003

92. Social Networks and the Performance of Individuals and Groups, M.L.Kraimer, R.C.Liden, Sparrowe, Social networks and the performance of individuals and groups, , 2001

93. The learning organization: learning and empowerment for whom?, Snell, Chak, , 1998

94. Knowing when,where,andhow toremember:Aproblem of metacognition, Brown, "Knowing when, , 1978

95. Learning and professional practice: A study of four professions, Daley, , 2001

96. Organizational citizenship behavior : the good soldier syndrome, Organ, Dennis W, Lexington Books, Organizational citizenship behavior: The good soldier syndrome, , 1988

97. Group dynamics: The psychology of small group behavior (3rd ed.), Shaw, Group dynamics: The psychology of small group behavior(3rd ed.), , 1981

98. PredictingAdaptivePerformance:FurtherTestsofaModelofAdaptability, W.C, , 2002

99. Support, Commitment, and Employee Outcomes in a Team Environment, Sott, Burroughs, Bishop, "Support, , 2000

100. The complexity of diversity: A review of forty years of research, O'Reilly, Williams, , 1998

101. TrustinLeadershipandTeam Performance:EvidencefromNCAA Basketball, Dirks, Trust in leadership and team performance: Evidence from NCAA basketball, , 2000

102. Demography and design: Predictors of new product team performance, Ancona, Coldwell, , 1992

103. Principles and practice of structural equation modeling (2nd ed.), Kline, R. B, Principles and Practice of Structural Equation Modeling (2nd ed.), , 2005

104. Organizational citizenship behaviour: it's construct clean-up time, Organ, , 1997

105. Tightening the iron cage: concertive control in self-managingteams, Barker, Tightening the iron cage: Concertive control in self-managing teams, , 1993

106. Work stress and leadership development: The role of self-leadership, Manz, Lovelace, Alves, , 2007

107. Predictors of the Performance of Project Groups in R&D Organizations, Keller, Predictors of the performance of project groups in R & D organizations, , 1986

108. Reflexivity, effectiveness and mental health in BBC production teams, Carter, West, "Reflexivity, , 1998

109. Taking charge at work:Extrarole efforts to initiate workplace change, Phelps, Morrison, Taking charge at work: extrarole efforts to initiate workplace change, , 1999

110. Consequences of individuals' fit at work: A meta-analysis of person-job, Kristof-Brwon, Johnson, Zimmerman, , 2005

111. Teams in organizations: Recentresearch on performance and effectiveness, Dickson, Guzzo, Teams in organizations: Recent research on performance and effectiveness, , 1996

112. Leadership for selfmanaging work teams: A typology and integrative model, Stewart, Manz, , 1995

113. Psychological Conditions of Personal Engagement and Disengagement at Work, Khan, Psychological conditions of personal engagement and disengagement at work, , 1990

114. Affective reactions to the group and the organization. In M. A. West (Ed.), Allen, , 1996

115. Resources and relationships: Social networks and mobility in the workplace, Podoly, Baron, Resources and relationships: Social networks and mobility in the workplace, , 1997

116. Communication networks in task-performing groups effects of task complexity, Brown, Miller, , 2000

117. Extrinsic and intrinsic origins of perceived social loafing in organizations, George, , 1992

118. The risks and rewards of speaking up: Managerial responses to employee voice, Burris, , 2012

119. Effect of commitment style and group cohesiveness of self-selected tank crews, Tziner, Vardi, , 1982

120. Input uncertainty and organizational coordination in hospital emergency units, Argote, , 1982

121. Personal and organizational change via group methods: the Laboratory Approach, Schein, Bennis, , 1965

122. A multimethod examination of the benefits and detriments ofintragroup conflict, Jehn Karen, A multimethod examination of the benefits and detriments of intragroup conflict, , 1995

123. Assessing the effectiveness of sociotechnical in- terventions: Antidote or fad, Beekun, , 1989

124. Collective enactment of leadership roles and team effectiveness: A field study, Day, Vance, Hiller, , 2006

125. Transformationalleader behaviors and their effects onfollowers' trust in leader, Richard, , 1990

126. A qualitative analysis of conflict types and dimensions in organizational groups, Jehn, Jehn, Karen A., , 1997

127. Assessing the cohesion of teams: Validity of the Group Environment Questionnaire, Brawley, Widmeyer, Carron, , 1987

128. Groups in harmony and tension: an integration of studies of intergroup relations, Sherif, , 1953

129. The implications of transactional and transformational leadership for individual, Bass,B.M., Avolio B.J, , 2000

130. When job dissatisfaction leads tocreativity: Encouraging the expression of voice, Zhou, George, When job dissatisfaction leads to creativity: Encouraging the expression of voice, , 2001

131. Five years of group research: What we have learned and what needs to be addressed, Murnighan, Battenhausen, , 1985

132. Collective trust and collective action: The decision to trust as a social decision, Hanna, Kramer, Brewer, , 1996

133. Reflexivity for team innovation in china: The contribution of goal Interdependence, Tang, West, Tjosvold, , 2004

134. Shared cognition in top management teams: Implications for new venture performance, Ensley, Pearce, , 2001

135. Whatmakesteamswork:Groupeffectivenessresearch from theshopfloortotheexecutivesuite, Cohen, Bailey, What makes teams work: Group effectiveness research from the shop floor to the executive suite, , 1997

136. 24 years of team effectiveness in organizations: Research themes and emerging needs, Stagl, Burke, Salas, , 2004

137. Composition, process, and performance inselfmanaged groups: The role of personality, Barry, Stewart, "Composition, , 1997

138. Helping and voice extra-role behaviors:Evidence of construct and predictive validity, Van, LePine, Helping and voice extra-role behaviors: Evidence of construct and predictive validity, , 1998

139. Metacognition and cognitive monitoring; A new area ofcognitive-developmental inquiry, Flavell, , 1979

140. Psychological antecedents of promotive and prohibitive voice: A two-wave examination, Farh, Liang, , 2012

141. Proactive work behavior: Forward-thinking and change-oriented action in organizations, Parker, Bindl, , 2010

142. Relating member ability and personality to work-team processes and team effectiveness, Stewart, Mount, Barrick, Neubert, , 1998

143. Shared leadership in teams: An investigation of antecedent conditions and performance, Marrone, Carson, Tesluk, , 2007

144. Better leadership through chemistry: Toward a model of emergent shared team leadership, Seers, , 1996

145. Leading workers to lead themselves:The external leadership of self-managing work teams, Manz, Sims, Leading workers to lead themselves: The external leadership of self-managing work teams, , 1987

146. Reflexivity and work group effectiveness: A conceptual integration. In M.A. West (Ed.), West, , 1996

147. OrganizationalCitizenship Behavior: Construct Redefinition, Measurement, and Validation, Van Dyne, Dienesch, "Organizational citizenship behavior: Construct redefinition, , 1994

148. The dynamics of collective leadership and strategic change in pluralistic organizations, Lamothe, Denis, Langley, , 2001

149. A meta-analytic review of relationships between teamdesign features and team performance, Stewart, A meta-analytic review of relationships between team design features and team performance, , 2006

150. A new lookatpsychologicalclimateanditsrelationshiptojobinvolvement,effort,andperformance, Brown, "A new look at psychological climate and its relationship to job involvement, , 1996

151. From micro to meso: Critical steps in conceptualizing and conducting multilevel research, Kozlowski, Klein, , 2000

152. Minority dissent and team innovation: The importance of participation in decision making, De Dreu CKW, , 2001

153. Multilevel investigation of adaptive performance individual-and team-level relationships, Williams, Han, , 2008

154. Task interdependence as a moderator of the relation between group control and performance, Wayne, Bradway, Liden, , 1997

155. Team innovation and team effectiveness: The importanceof minority dissent and reflexivity, Dreu, , 2002

156. Attitudinal and behavioral effects of autonomous group working: A longitudinal field study, Cordery, Mueller, Smith, Attitudinal and be- havioral effects of autonomous group working: A longitudinal field study, , 1991

157. Businesses without bosses: How self-managing teams are building high performance companies, Sims, Manz, , 1993

158. Determinants of innovative behavior: A pathmodel of individual innovation in the workplace, Scott, Bruce, Determinants of innovative behavior: A path model of individual innovation in the workplace, , 1994

159. Team effectiveness1997-2007: A review of recent advancements and a glimpse into the future, Rapp, Gilson, Maynard, Mathieu, Team effectiveness 1997-2007: A review of recent advancements and a glimpse Into the future, , 2008

160. The teamnet factor: Bringing the power of boundary crossing in the hearts of your business, Stamps, Lipnack, , 1993

161. A model of R&D leadership and team communication: The relationship with project performance, Hirst, Hirst, G., Mann, , 2004

162. The Relationship between Work-Team Personality Composition and the Job Performance of Teams, Neuman, Wagner, Christiansen, , 1999

163. How leaders foster self-managing team effectiveness: Design choices versus hands-on coaching, Wageman, , 2001

164. Life in a small world: Applicability of gratification theory to information?seeking behavior, Chatman, , 1991

165. Searching for the “unleader”: Organizational member views on leading self-managed groups, Manz, Sims, , 1984

166. Effects of leader role, team?set goal difficulty, efficacy, and tactics on team effectiveness, Durham, Locke, Knight, "Effects of leader role, , 1997

167. The future of leadership: Combining vertical and shared leadership to transform knowledge work, Pearce, , 2004

168. A new model of work role performance:positive behavior in uncertain and interdependent contexts, Griffin, Parker, A new model of work role performance: Positive behavior in uncertain and interdependent contexts, , 2007

169. Group size and measures of group-level properties: An examination of eta-squared and ICC values, Halverson, Bliese, , 1998

170. Information richness: a new approach to manager information processing and organisational design, Lengel, Daft, , 1984

171. Relationships between climate, process, and performance in continuous quality improvement groups, London, Wilken, "Relationships between climate, , 2006

172. Construct-oriented Biodata: Capturing Change-related and Contextually Relevant Future Performance, Hesketh, Allwoth, , 1999

173. Task versus relationship conflict,team performance, and team member satisfaction: A meta-analysis, Weingart, De Dreu, "Task versus relationship conflict, , 2003

174. Taxonomic Efforts in the Descriptionof Leader Behavior: A Synthesis and Functional Interpretation, Hein, Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation, , 1991

175. A meta-analysis of cohesion and performance: Effects of level of analysis and task interdependence, Gully, Whitney, Devine, , 1995

176. Collectivity and influence: The nature of shared leadership and its relationship with team learning, Sanders, , 2006

177. The new silver bullets of leadership: Theimportance of self-and shared leadership in knowledge work, Manz, Pearce, The new silver bullets of leadership: The importance of self- and shared leadership in knowledge work, , 2005

178. Incentives and cooperation: the joint effects of task and reward interdependence on group performance, Wageman, Barker, , 1997

179. Leader initiating structure: A reconciliation of discrepant research results and some empirical tests, House, Schriesheim, Kerr, , 1976

180. The measurement and antecedents of affective,continuance and normative commitment to the organization, Allen, N. J., "The measurement and antecedents of affective, , 1990

181. Reaping the benefits of task conflict in teams: The critical role of team psychological safety climate, Hamdani, Brown, Klotz, Postlethwaite, Bradley, , 2012

182. Task Conflict, and Relationship Conflict in Top Management Teams: The Pivotal Role of Intragroup Trust, Peterson, Simon, Task conflict and relationship conflict in top management teams: The pivotal role of intragroup trust, , 2000

183. Commitment to organizations and occupations: Extension and test of a three-component conceptualization., Meyer, J., Allen, N. J., Smith, C.A., Commitment to organizations and occupations: Extension and test of a three-component conceptualization, , 1993

184. The development of an instrument to assess cohesion in sport teams: The group environment questionnaire, Widmeyer, Brawley, Carron, , 1985

185. Extending the job design perspective on individual innovation: Exploring the effect of group reflexivity, Urbach, Fay, Goral, , 2010

186. Technology as a Moderator of theRelationship between Perceived Work Environment and SubunitEffectiveness, Middlemist, M.Hitt, , 1981

187. The centrality of interpersonal trust in group process. in C. L. Cooper (Ed.). Theories of group process, Golembiewski, McConkie, , 1975

188. Too much of a goodthing? Negative effects of high trust and individual autonomy in self-management teams, Langfred.C.W, , 2004

189. Within-group agreement, non-independence, and reliability:Implications for data aggregation and analysis, Blise, "Within-group agreement, , 2000

190. The conception of personal initiative: operationalization, reliability and validity in two German samples, Leng, Hilburger, Fay, Frese, Tag, "The conception of personal initiative: operationalization, , 1997

191. The dynamic relationship between performance feedback trust, and conflict in groups : A longitudinal study, Behfar, Peterson, "The dynamic relationship between performance feedback , , 2003

192. I" is to continuance as "We"is to affective: the relevance of the self-concept for organizational commitment, Chang, Johnson, "I"" is to continuance as ""We""is to affective: the relevance of the self-concept for organizational commitment", , 2006

193. Organizational change and work innovation: A meta-analysis of 131 North American field experiments-1961-1990, Bliese, Norton, Macy, , 1991

194. Change-oriented organizational citizenship behaviors: the direct and moderating influence of goal orientation, Bettencourt, , 2004

195. The atmosphere of pure work: Creativity in research and development.In W. R. Shadish & S. Fuller et al.(Eds.), Amabile, , 1994

196. Shared leadership in the management of group boundaries: A study of expulsions from officers' training courses, Shamir, Lapidot, , 2003

197. Understanding prosocial behavior, sales performance, and turnover. A Group-level analysis in a service context, George, Bettenhousen, "Understanding prosocial behavior, , 1990

198. Job Satisfaction and OrganizationalCommitment as Predictors of Organizational Citizenship and In-Role Behaviors, S.E.Anderson, Williams, Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors, , 1991

199. Work-group design and autonomy: A field study of the interaction between task interdependence and group autonomy, Langfred, , 2000

200. Group cohesiveness as interpersonal attraction: A review of relationship with antecedent and consequent variables, Lott, , 1965

201. Leading groups in organizations.In P. S. Goodman, & Associates (Eds.). Designing effective work groups(pp. 72?119), Walton, Hackman, "Leading groups in organizations.In P. S. Goodman, , 1986

202. The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams, Somech, , 2006

203. Team structure and performance:assessing the mediating role of intrateam process and the moderating roleof task type, Stewart, Barrick, Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type, , 2000

204. Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance, Frese, Baer, "Innovation is not enough: climates for initiative and psychological safety, , 2003

205. Relationships between Work Group Characteristics and Effectiveness : Implications for Designing Effective Work Groups, Campion, Higgs, Medsker, , 1993

206. Team composition in organizations.In S. Worchel, W. Wood, & J. Simpson(Eds.). Group process and productivity(pp. 1-12), Jackson, "Team composition in organizations.In S. Worchel, , 1992

207. The differential effects of team commitment and organizational commitment on job performance and the intention to quit, Scott, Casino, Bishop, , 1997

208. A comparison of attitude, personality, and Knowledge predictors of service-oriendted Prganizational citizenship behaviors, Gwinner, Bettencourt, Meuter, "A comparison of attitude, , 2001

209. Re-examining the Componentsof Transformational and Transactional Leadership using theMultifactor Leadership Questionnaire, Jung, Avolio, Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire, , 1999

210. Status, ideology, and integrative complexity on the US Supreme Court: Rethinking the politics of political decision making, Gruenfeld, "Status, , 1995

211. The problem of measurement model misspecification in behavioral and organizational research and some recommended solutions, Podsakoff, Jarvis, MacKenzie, , 2005

212. Cooperative outcome interdependence task reflexivity,and team effectiveness: A motivated information processing perspective, De Dreu, "Cooperative outcome interdependence, , 2007

213. Leadership, social work and virtual teams: The relative influence of vertical vs. shared leadership in the nonprofit sector, Alavi, Pearce, Yoo, "Leadership, , 2004

214. Individual self-management: Analysis of professionals' self-managing activities in functional and cross-functional work teams, Graen, Uhl-Bien, , 1998

215. Overcoming roadblocks to effectiveness:Incorporating management of performance barriers into models of work groupeffectiveness, Mathieu, Tesluk, Overcoming roadblocks to effectiveness: Incorporating management of performance barriers into models of work group effectiveness, , 1999

216. The design of work for groups and groups for work. In J. S. Ott(Ed.). Classic readings in organizational behavior(pp. 251-263), Oldham, Hackman, , 1980

217. Employees’ social context and change-oriented citizenship: A meta-analysis of leader, coworker, and organizational Influences, Chiaburu, Van Dyne L, Lorinkova, "Employees’ social context and change-oriented citizenship: A meta-analysis of leader, , 2013

218. The Moderator-Mediator Variable Distinction in Social Psychology Research: Conceptual, Strategic and Statistical Considerations, Baron, Kenny, "The moderator-mediator variable distinction in social psychology research: Conceptual, , 1986

219. Groups and productivity: Analyzing the effectiveness of self-managing teams.In J. P. Campbell, R. J. Campbell, and Associates(Eds.), Devadas, Hughson, Goodman, "Groups and productivity: Analyzing the effectiveness of self-managing teams.In J. P. Campbell, , 1988

220. Trust, trustworthiness, and trustpropensity: A meta-analytic test of their unique relationships with risk takingand job performance, Colquitt, Scott, LePine, "Trust, , 2007

221. Understanding groups in organization.In L. L. Cummings & B. M. Staw(Eds.). Research in Organizational Behavior(vol. 9, pp. 121-173), Schminke, Goodman, "Understanding groups in organization.In L. L. Cummings & B. M. Staw(Eds.). Research in Organizational Behavior(vol. 9, , 1987

222. A hierarchical construct of self management leadership and its relationship to quality of work life and perceived group effectiveness, Ledford, Chang, Cohen, , 1997

223. Organizationalcitizenship behaviors : A critical review of the theoreticaland empirical literature and suggestions for future research, Posdakoff, Bachrach, Paine, Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research, , 2000

224. The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups, Ensley, Pearce, Hmieleski, , 2006

225. Toward a theory of organizational socialization.In L. L. Cummings & B. W. Staw(Eds.), Research in organizational behavior(pp. 209-264), Schein, Van Maanen, "Toward a theory of organizational socialization.In L. L. Cummings & B. W. Staw(Eds.), , 1979

226. Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries, Williams, , 2007

227. Transformational leadership in work groups: The role of empowerment cohesiveness and collective-efficacy on perceived group performance, Sosik, Jung, "Transformational leadership in work groups the role of empowerment, , 2002

228. Change-oriented organizational citizenship behavior: Effects of work environment characteristics and intervening psychological processes, Choi JN, Change-oriented organizational citizenship behavior: effects of work environment characteristics and intervening psychological processes, , 2007

229. Diversity and team outcomes: The moderating effects of outcomeinterdependence and group longevity and the mediating effect ofreflexivity, Wienk, Schippers, Koopman, "Diversity and team outcomes: The moderating effects of outcome interdependence and group longevity, , 2003

230. Creating high performance organizations: Practices and results of employee involvement and total quality management in Fortune 1000 companies, Ledford, Lawler, , 1995

231. The organizational trust inventory(oti): Development and validation. in R. M. Kramer & T. R. Tyler (Eds.). Trust in organizations(pp. 302-330), Cummings, Bromiley, , 1996

232. Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams, Edmondson, Nembhard, Nembhard, I. M., , 2006

233. Individual Consideration Viewed at Multiple Levels of Analysis: A Multi-level Framework for Examining the Diffusion of Transformational Leadership, Bass, Bruce J.Avolio, Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership, , 1995

234. Can groups be trusted? An experimental study of trust in collective entities. in R. Bachmann & A Zaheer(Eds). Handbook of trust research(pp. 52-67), McEvily, Weber, , 2006

235. The impact of cultural values on job satisfaction and organizational commitment in slef-managing work teams: The mediating role of employee resistance, Kirkman, Shapiro, , 2001

236. The effects of superleadership training on leader behavior, subordinate self-leadership behavior, and subordinate citizenship. Unpublished doctoral dissertation, Cox, "The effects of superleadership training on leader behavior, , 1994

237. The social psychology of innovation in groups.In M. A.West, & J. L. Farr (Eds.), Innovation and creativity at work: Psychological and organizational strategies(pp. 309?335), West, "The social psychology of innovation in groups.In M. A.West, , 1990

238. Long-term forecasting of transformational leadership and its effects among naval officers: Some preliminary findings. In K. E. Clark & M. B. Clark (Eds). Measures of Leadership, Bass, Yammarino, , 1990

239. The role of shared cognition in enabling shared leadership and team adaptability.In C. L. Pearce, & J. A. Conger (Eds.), Shared leadership: Reframing the hows and whys of leadership, Salas, Burke, Fiore, "The role of shared cognition in enabling shared leadership and team adaptability.In C. L. Pearce, , 2003

240. Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and cognitive ability, LePine, Van Dyne, Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with big five personality characteristics and cognitive ability, , 2001

241. The knowledge-based approach to sustainable competitive advantage.In S. E. Jackson, M. A. Hitt, & A. S. DeNisi (Eds.), Managing knowledge for sustained competitive advantage(pp. 3?33), Hitt, DeNisi, Jackson, "The knowledge-based approach to sustainable competitive advantage.In S. E. Jackson, , 2003

242. Work groups and teams in organizations.In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.). Comprehensive handbook of psychology vol. 12: Industrial and organizational psychology (pp. 333?375), Kozlowski, Bell, "Work groups and teams in organizations.In W. C. Borman, , 2002

243. Within and between analysis: The variant paradigm as an underlying approach to theory building and testing. In K. J. Klein & S. W. J. Kozlowski(eds.). Multilivel theory, research, and methods in organizations(pp. 425-466), Dansereau, Yammarino, "Within and between analysis: The variant paradigm as an underlying approach to theory building and testing. In K. J. Klein & S. W. J. Kozlowski(eds.). Multilivel theory, , 2000