'É melhor em conjunto': uma análise de clusters à auto-liderança e a sua relação com a inovação individual em enfermeiros hospitalares

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.info:eu-repo/semantics/publishedVersio

Teamwork in Portugal: A decade of progress

Na 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.info:eu-repo/semantics/publishedVersio

The mediating effect of work engagement on the relationship between self-leadership and individual innovation

It has already been demonstrated that individual innovation within the workplace is the fundamental underpinning of high-performance organisations. The aim of this study is to explore the relationship between self-leadership, work engagement and individual innovation. Because innovation manifests itself when individuals feel engaged with their work, we propose that this positive affective motivational state will mediate the relationship between self-leadership skills and individual innovation. To study these relationships, data were collected from a sample of 337 nurses and doctors who work at an integrated health care unit. Our results show a positive relationship between self-leadership, work engagement and individual innovation. Furthermore, the results showed that work engagement had a mediating effect on the relationship between self-leadership and individual innovation. Overall, this research will contribute towards gaining more insights into the role that self-leadership and work engagement play in individual innovation. In addition, it will provide insights into new interventions that promote the development of innovation at work.info:eu-repo/semantics/publishedVersio

Thought self-leadership and effectiveness in self-management teams

This study empirically examines the multilevel nature of thought self-leadership at work. Furthermore, this study tests the relationship between team level thought self-leadership and team effectiveness (i.e. performance and viability) through collective efficacy. A total of 103 selfmanagement teams (453 individuals), enrolled in a five-week management competition participated in the study. The results from multilevel confirmatory factor analysis suggest that thought self-leadership is functionally equivalent across levels of analysis (i.e. individuals and teams). In addition, we found an indirect effect of team level thought self-leadership on team effectiveness criteria, through collective efficacy. These findings extend previous work on thought self-leadership and team effectiveness, and open new roads for research in self-managing work teams. Finally, this study also provides guidelines for organizations in case they wish to foster team performance and viability in their work force.info:eu-repo/semantics/publishedVersio

Prototype models of opportunity recognition and the decision to launch a new venture: identifying the basic dimensions

Purpose – The purpose of this paper is to obtain evidence concerning the basic dimensions included in cognitive prototypes pertaining to opportunity recognition and decision to launch a new venture; identifying the underlying dimensions of both prototypes – the cognitive frameworks current or nascent entrepreneurs employ in performing these important tasks. Design/methodology/approach – The bi-dimensional models were tested in a sample of 284 founder entrepreneurs, using a 48-item questionnaire. It was used as structural equation confirmatory factor analysis to compare fit indices of uni-dimensional second-order and third-order bi-dimensional models of business opportunity and decision to launch a venture. Findings – Results support the bi-dimensional models and offer support that both prototypes include two basic dimensions. For the business opportunity prototype these are viability and distinctiveness while for the decision to launch a new venture, the basic dimensions are feasibility and motivational aspects. Research limitations/implications – These results help to further clarify the nature of the cognitive frameworks individuals use to identify potential opportunities and reach an initial decision about whether to pursue their development. Uncovering the cognitive functioning of opportunity recognition and decision to exploit it, allow individuals to recognize opportunities easier and successfully; and to make more accurate and effective decisions. Practical implications – Knowing the basic dimensions of opportunity and decision-making prototypes contributes to develop effective skills with respect to business opportunity recognition among students enrolled in entrepreneurship programs. These surveys can be used for self-assessment and also for investors, tutors, and entrepreneurship agents in order to help evaluate features of business opportunities and decision to launch a venture. Originality/value – This study embraces a conceptual contribution, proposing a different model of the business opportunity and decision to exploit prototypes, and it extends Baron and Ensley (2006) previous work, to another important step in the entrepreneurial process – the decision to develop an identified opportunity through the launch of a new venture.info:eu-repo/semantics/publishedVersio

Measuring adaptive performance in individuals and teams

Purpose – While scales were developed to measure individual adaptive performance (IAP), fewer contributions have been done to assess the construct at the team level of analysis. This issue is addressed through two related studies: Study 1 builds on Pulakos et al. (2000) to develop a measure of IAP. Study 2 follows from the results in Study 1 and tests a measure of team adaptive performance (Chan, 1998). Design/methodology/approach – Scale development was done adopting a single level (Study 1) and multi-level (Study 2) structural equations modeling approach. Findings – Results suggest that both measures of individual and team adaptive performance are reliable and show evidence supporting the adequacy of adopting referent-shift methodologies to the measurement and aggregation of team members’ rating of team adaptive performance. Originality/value – The study offers a reliable, parsimonious and easy to apply measure of individual and team adaptive performance in organizational work environments.info:eu-repo/semantics/publishedVersio

Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams

BACKGROUND: Team effectiveness is often explained on the basis of input-process-output (IPO) models. According to these models a relationship between organizational culture (input = I), interprofessional teamwork (process = P) and job satisfaction (output = O) is postulated. The aim of this study was to examine the relationship between these three aspects using structural analysis. METHODS: A multi-center cross-sectional study with a survey of 272 employees was conducted in fifteen rehabilitation clinics with different indication fields in Germany. Structural equation modeling (SEM) was carried out using AMOS software version 20.0 (maximum-likelihood method). RESULTS: Of 661 questionnaires sent out to members of the health care teams in the medical rehabilitation clinics, 275 were returned (41.6 %). Three questionnaires were excluded (missing data greater than 30 %), yielding a total of 272 employees that could be analyzed. The confirmatory models were supported by the data. The results showed that 35 % of job satisfaction is predicted by a structural equation model that includes both organizational culture and teamwork. The comparison of this predictive IPO model (organizational culture (I), interprofessional teamwork (P), job satisfaction (O)) and the predictive IO model (organizational culture (I), job satisfaction (O)) showed that the effect of organizational culture is completely mediated by interprofessional teamwork. The global fit indices are a little better for the IO model (TLI: .967, CFI: .972, RMSEA .052) than for the IPO model (TLI: .934, CFI: .943, RMSEA: .61), but the prediction of job satisfaction is better in the IPO model (R(2) = 35 %) than in the IO model (R(2) = 24 %). CONCLUSIONS: Our study results underpin the importance of interprofessional teamwork in health care organizations. To enhance interprofessional teamwork, team interventions can be recommended and should be supported. Further studies investigating the organizational culture and its impact on interprofessional teamwork and team effectiveness in health care are important. ELECTRONIC SUPPLEMENTARY MATERIAL: The online version of this article (doi:10.1186/s12913-015-0888-y) contains supplementary material, which is available to authorized users