WK4Assgn Diaz V

.docx

School

Walden University *

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6705

Subject

Management

Date

Jan 9, 2024

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docx

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Uploaded by ElderGorilla3082

1 The first research project will center around the theme of organizational behavior, especially the topic of examining group, team, and leadership behavior. The issue will be on exploring how organizational behavior might enhance the effectiveness of group and team activities. Research Question: "What factors influence the promotion of effective group and team behaviors within organizations, and how can leadership strategies be optimized to enhance these behaviors?" Conceptual Framework This paper presents a diagram illustrating factors promoting effective group and team behaviors in an organizational environment. Common factors include leadership style, social change theory, p-o fit, organizational culture, intra team trust, emotional intelligence, rewards, and mindfulness. The framework is based on 10 peer-review articles, illustrating their alignment and importance in overall organizational behavior. Concepts  Transformational leadership: initially focused on individuals with formal authority, has been expanded to include team members without formal authority. This perspective suggests that team members can collectively exert social influence through leadership behaviors, such as articulating vision, intellectually stimulating one another, and motivating others. This shared leadership style benefits both individuals and teams through increased team cohesion, positive affective tone, and improved performance at

2 individual and team levels. Formal authority is not a prerequisite for leadership behaviors (Lyubykh et al., 2022).  Shared transformational leadership , an effective leadership type for safety performance. It encourages team members to consider group needs, facilitate information sharing, express concern, and show care for others' well-being (Lyubykh et al., 2022). This perspective expands traditional views, suggesting that team members have influence over each other, rather than just those below the organizational hierarchy. Cook et al (2020) explore shared leadership, a collaborative process involving peer leadership, and its impact on team performance.  Social impact theory: the theory suggests that shared transformational leadership behaviors can serve as a source of social influence, influenced by demographic characteristics, socio-economic status, and position in the organization. Peers, team members, and multiple individuals enacting leadership behaviors contribute to the strength, immediacy, and number components of social influence. This theory is particularly relevant in the safety-specific context of merchant vessels, where shared transformational leadership can significantly impact workplace safety in high-risk industries (Lyubykh et al., 2022) .  P-O fit, or person-organization , is a crucial criterion in recruitment, fostering positive employee outcomes and team performance. It is defined as the value congruence between an organization and its members, leading to increased job satisfaction, commitment, organizational citizenship behavior, and better task performance. HR practitioners often use P-O fit as a selection criterion. P-O fit and intrateam trust are influenced by the RFP culture, which promotes respect, fairness, and tolerance. A strong RFP culture reduces

3 interpersonal uncertainty and encourages positive cognitive evaluations and emotional reactions among employees. Therefore, incorporating the P-O fit criterion in recruitment may not necessarily lead to a lack of intrateam trust in organizations ( Hu et al. (2021).  Intrateam trust : refers to shared perceptions of trust among team members, influencing discussions, suspicion, and errors. This trust is crucial for empowering leadership and team learning relationships, as it encourages positive learning behavior and encourages the positive influence of empowering leadership Wibowo & Hayati (2019).  Human resources and organizational culture : according to are crucial for management effectiveness, as they influence strategies, structures, procedures, and objectives. Employee participation is essential for achieving objectives and funding. Organizational culture consists of shared perceptions and patterns of actions, distinguishing organizations from others. A strong organizational culture has a more significant effect on employees and should have a powerful and positive influence on employee behavior. Governments must pay attention to the human element to function efficiently and meet organizational goals ( Zacharias et al. (2021).  Social exchange theory : teams resist change imposed by abusive supervisors using social exchange theory, a crucial paradigm for understanding workplace behavior. Teams express distrust in their supervisors, leading to behavioral resistance to change. This distrust is strengthened by perceived frequency of change, as it signals unpredictable change initiatives and activates psychological uncertainty. Distrust in the supervisor is a fundamental mechanism, serving as a key indicator of social exchange quality. Two types of team distrust (cognitive and affective) are identified, with affective distrust playing a

4 more profound role in explaining negative social exchange between abusive supervisors and rebellious teams (Peng et al. (2023).  Emotional intelligence (EI) , the ability to understand and regulate emotions, has been studied as a potential factor in organizational behavior (OCB). However, research has primarily focused on individual-level EI and OCB. This research aims to understand the influence of team EI on team OCB and investigate whether mean intrateam trust and team trust divergence serve as key mechanisms. Most constructs emerge at the group level, involving compositional and compilational processes. Intrateam trust is often assumed to be underlying for relating team EI to team performance. However, focusing on sharing perceptions of trust overlooks configural properties of trust, potentially limiting our understanding of the effects of trust at the team level. This research extends prior research by examining intrateam trust as a mediator linking the interaction of maximum EI and EI diversity with team OCB and trust divergence as a boundary condition influencing the mediation effect of intrateam trust Zhang et al. (2023).  Empowerment leadership and team learning behavior : team learning behavior occurs when group members share information and reflect on their experiences. Team empowerment leadership can encourage this behavior, as leaders' decision-making power leads to organizational learning. This style focuses on people and encourages self- leadership skills in groups. The purpose is to build group capability without a formal leader, promoting autonomy and fostering group capability. This approach can be beneficial in organizations (Wibowo & Hayati, 2019).  Team-based rewards : Initially, this research elucidates the significance of workplace camaraderie in forecasting team efficiency. Its main objective is to offer potential areas

5 for future study to resolve the contradictory findings on the impact of workplace friendships on team success. This is achieved by presenting three contextual factors: emotional labor demands, team-based incentives, and the average age of group members (Choi & Ko, 2020).  Mindfulness: The study by Ni et al. (2023) suggests that organizations can improve leadership development by selecting leaders with high mindfulness levels and offering mindfulness training programs and interpersonal OCB. Mindfulness is both teachable and learnable, and leaders should be aware of its importance. Mindfulness training programs can improve employee functioning and affective functioning. Mindfulness, defined as paying attention on purpose, in the present moment, and nonjudgmentally, emphasizes moment-to-moment awareness of inner experiences and external stimuli without judgment. It positively affects social interactions and understanding interpersonal relationships. Previous research has found that mindfulness is associated with numerous beneficial outcomes, such as improved positive emotions, well-being, job satisfaction, work engagement, job performance, organizational citizenship behavior, reduced negative emotions, stress, and turnover (Ni et al., 2023).  Mindfulness and prosocial conduct for organizational behavior : The study by Hafenbrack et al. (2020) reveals that mindfulness at the state level leads to an increase in prosocial conduct, influenced by heightened levels of empathy and perspective taking. Even a single session of mindfulness practice can enhance prosocial behavior, promoting empathy and perspective taking. Both breath-based and loving kindness practices can foster prosocial behavior, benefiting practitioners and those with whom they work and interact. Prosocial behaviors are lubricants of positive interrelating and generative

6 organizational cultures. In the workplace, mindfulness is likely to enhance prosocial behavior due to its social construct and ability to influence people's natural connection with others. Mindfulness increases mental awareness, enabling more nuanced assessments of situations and successful communication. Mindful individuals are less evaluative of their thoughts, making them more tolerant and accepting of others. Additionally, mindfulness enables self-regulation necessary for prosocial behaviors in the workplace. As Americans spend more hours at work with colleagues, relational problems are more common in the workplace (Hafenbrack et al., 2020). Conceptual Framework Diagram Problem  Transformational leadership (TL)  Shared TL  Emotional Intelligence (EI)  Rewards  Organizational Culture  Intrateam trust  P-O fit Purpose The study explores factors influencing organizational behavior to improve group and team dynamics within organizations. Theories  Social Exchange theory  Social Impact theory Impact on Teams Positive outcomes such as motivation, prosocial behavior, empowerment, effectiveness, job performance and well- being.

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