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- Trabalho em equipa em Portugal: Uma década de progressoPublication . Santos, Catarina Marques; Passos, Ana Margarida; Graça, Ana Margarida; Curral, Luis; Costa, Patrícia; Abrantes, António; Quinteiro, Pedro MarquesNa última década em Portugal assistimos à explosão do número de estudos acerca dos fatores psicológicos e contextuais que antecedem a eficácia das equipas em ambientes de trabalho complexos e extremos. Esta investigação tem-se centrado em torno dos aspetos comportamentais (e.g. coordenação, liderança), cognitivos (e.g. modelos mentais partilhados, sistemas de memória transitiva) e afetivos (e.g. coesão, team work engagement) que nos ajudam a explicar por que razão algumas equipas têm um desempenho melhor, estão mais satisfeitas com o seu trabalho e acreditam que são mais viáveis (mesmo as que trabalham em condições adversas). Ao longo deste artigo, fazemos não só uma revisão da investigação feita sobre o tema do trabalho em equipa nos últimos dez anos em Portugal, como estabelecemos pontes com outros trabalhos internacionais e apresentamos algumas sugestões para o futuro da investigação desta área na próxima década.
- How transactive memory systems and reflexivity relate with innovation in healthcare teamsPublication . Quinteiro, Pedro Marques; Curral, Luis; Passos, Ana; Lewis, Kyle; Gomes, CatarinaTransactive memory systems promote the effective exchange of diverse information, and may therefore contribute to healthcare teams innovation. Prior research on performance outcomes, however, suggests that transactive memory systems might be most useful for repetitive, rather than novel tasks. We reconcile these conflicting predictions by arguing that the information processing efficiencies of a transactive memory system will benefit innovation because transactive memory systems will help team members also reflecting on their processes and goals. We tested our hypotheses in a sample of 256 healthcare nurses (Nteams=54). Our findings support prior research showing that reflexivity is positively related to team innovation in teams. Furthermore, we found that reflexivity fully mediates the relationship between transactive memory systems and team innovation. This study contributes to the literature by addressing how team cognitive structures and processes combine to affect innovation. This study makes practical contributions by offering ideas for organizing in healthcare settings.
- There Is light and there Is darkness: on the temporal dynamics of cohesion, coordination, and performance in business teamsPublication . Quinteiro, Pedro Marques; Rico, Ramón; Passos, Ana Rita; Curral, LuisThis 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.
- How complexity leadership and cohesion influence team effectivenessPublication . Curral, Luis; Leitão, Paulo; Gomes, Catarina; Silva, Pedro Marques-Quinteiro Fernandes da; Lind, Pedro G.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.
- Employee adaptive performance and job satisfaction during organizational crisis: The role of self-leadershipPublication . Marques-Quinteiro, Pedro; Vargas, Ricardo; Eifler, Nicole; Curral, LuisThis 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.