Passion for Ski Mountaineering and Relationship Quality: The Mediating Role of Team Cohesion

Vallerand and colleagues (2003) developed a dualistic model of passion, wherein two types of passion are proposed: harmonious and obsessive passions that predict adaptive and less adaptive interpersonal outcomes, respectively. The present study examined the mediating role of team cohesion between passion and relationship satisfaction and interpersonal conflict with teammates. We hypothesized that harmonious and obsessive passions would be positively and negatively related to team cohesion, respectively, which, in turn should be associated with high relationship satisfaction and low interpersonal conflict with teammates. Ski mountaineers (N = 559) participating in the "Patrouille des Glaciers" completed an initial questionnaire assessing harmonious and obsessive passions for ski mountaineering and team cohesion before the race. After the race, a second questionnaire was completed and assessed participants' relationship quality with teammates and team conflict during the race. Results from path analyses supported the hypothesized model. Future research directions are discussed in light of the dualistic model of passion and team cohesion literature.

Workplace Discrimination Climate and Team Effectiveness: The Mediating Role of Collective Value Congruence, Team Cohesion, and Collective Affective Commitment

This study explored the relationship between workplace discrimination climate on team effectiveness through three serial mediators: collective value congruence, team cohesion, and collective affective commitment. As more individuals of marginalized groups diversify the workforce and as more organizations move toward team-based work (Cannon-Bowers & Bowers, 2010), it is imperative to understand how employees perceive their organization’s discriminatory climate as well as its effect on teams. An archival dataset consisting of 6,824 respondents was used, resulting in 332 work teams with five or more members in each. The data were collected as part of an employee climate survey administered in 2011 throughout the United States’ Department of Defense. The results revealed that the indirect effect through M1 (collective value congruence) and M2 (team cohesion) best accounted for the relationship between workplace discrimination climate (X) and team effectiveness (Y). Meaning, on average, teams that reported a greater climate for workplace discrimination also reported less collective value congruence with their organization (a1 = -1.07, p < .001). With less shared perceptions of value congruence, there is less team cohesion (d21 = .45, p < .001), and with less team cohesion there is less team effectiveness (b2 = .57, p < .001). In addition, because of theoretical overlap, this study makes the case for studying workplace discrimination under the broader construct of workplace aggression within the I/O psychology literature. Exploratory and confirmatory factor analysis found that workplace discrimination based on five types of marginalized groups: race/ethnicity, gender, religion, age, and disability was best explained by a three-factor model, including: career obstruction based on age and disability bias (CO), verbal aggression based on multiple types of bias (VA), and differential treatment based on racial/ethnic bias (DT). There was initial support to claim that workplace discrimination items covary not only based on type, but also based on form (i.e., nonviolent aggressive behaviors). Therefore, the form of workplace discrimination is just as important as the type when studying climate perceptions and team-level effects. Theoretical and organizational implications are also discussed.

The relationship between transformational leadership and innovative behaviour in a healthcare context:a team learning versus a cohesion perspective

The purpose of this study was to explore whether the relationship between transformational leadership and innovative behaviour is explained via the mediating role of team learning, or whether instead team cohesion mediates this relationship. Using survey data from 158 professionals within 21 teams in the Dutch healthcare context, we tested by means of hierarchical regression analyses: (a) the relationship between transformational leadership and innovative behaviour; (b) whether team learning or cohesion mediates this relationship; and (c) the relationship between team learning and cohesion, in relation to transformational leadership. Results showed that transformational leadership is positively related to innovative behaviour and that both cohesion and team learning mediate this relationship, with team learning being the strongest mediator. Addressing a neglected area, our study provides evidence to show that managers who enhance team learning are likely to maximise employees' scope for engaging in innovative behaviours. © 2012 Inderscience Enterprises Ltd.

Team Member’s Centrality, Cohesion, Conflict, and Performance in Multi-University Geographically Distributed Project Teams

This study examined team processes and outcomes among 12 multi-university distributed project teams from 11 universities during its early and late development stages over a 14-month project period. A longitudinal model of team interaction is presented and tested at the individual level to consider the extent to which both formal and informal network connections—measured as degree centrality—relate to changes in team members’ individual perceptions of cohesion and conflict in their teams, and their individual performance as a team member over time. The study showed a negative network centrality-cohesion relationship with significant temporal patterns, indicating that as team members perceive less degree centrality in distributed project teams, they report more team cohesion during the last four months of the project. We also found that changes in team cohesion from the first three months (i.e., early development stage) to the last four months (i.e., late development stage) of the project relate positively to changes in team member performance. Although degree centrality did not relate significantly to changes in team conflict over time, a strong inverse relationship was found between changes in team conflict and cohesion, suggesting that team conflict emphasizes a different but related aspect of how individuals view their experience with the team process. Changes in team conflict, however, did not relate to changes in team member performance. Ultimately, we showed that individuals, who are less central in the network and report higher levels of team cohesion, performed better in distributed teams over time.

Efficient team actions: Outline of a theory of teams in sport

So far, social psychology in sport has preliminary focused on team cohesion, and many studies and meta analyses tried to demonstrate a relation between cohesiveness of a team and it's performance. How a team really co-operates and how the individual actions are integrated towards a team action is a question that has received relatively little attention in research. This may, at least in part, be due to a lack of a theoretical framework for collective actions, a dearth that has only recently begun to challenge sport psychologists. In this presentation a framework for a comprehensive theory of teams in sport is outlined and its potential to integrate the following presentations is put up for discussion. Based on a model developed by von Cranach, Ochsenbein and Valach (1986), teams are information processing organisms, and team actions need to be investigated on two levels: the individual team member and the group as an entity. Elements to be considered are the task, the social structure, the information processing structure and the execution structure. Obviously, different task require different social structures, communication and co-ordination. From a cognitivist point of view, internal representations (or mental models) guide the behaviour mainly in situations requiring quick reactions and adaptations, were deliberate or contingency planning are difficult. In sport teams, the collective representation contains the elements of the team situation, that is team task and team members, and of the team processes, that is communication and co-operation. Different meta-perspectives may be distinguished and bear a potential to explain the actions of efficient teams. Cranach, M. von, Ochsenbein, G., & Valach, L. (1986).The group as a self-active system: Outline of a theory of group action. European Journal of Social Psychology, 16, 193-229.

The landscape of work engagement in brain injury rehabilitation /

This study examined work engagement among brain injury rehabilitation professionals with specific attention to how they engage with their work (the extent to which they experience vigor, dedication, and absorption while working) and how they engage with people (the degree to which they are welcoming towards others and demonstrate integrity, responsibility, transparency). This study also tested a theoretical model of work engagement that predicted a relationship between engagement and personal, interpersonal, and organizational capacity. Eighty-one staff employed in a hospital-based brain injury program participated in the study. A quantitative self-report survey was used to measure participants' levels of capacity and engagement and a qualitative question was included to identify initiatives that could be introduced to enhance job performance. As predicted by the model, there were statistically significant positive correlations among all three capacity variables and engagement with work and statistically significant positive correlations between ethical engagement and personal and interpersonal capacity. The results of the qualitative data analysis revealed three broad categories of recommendations for improving job performance (more learning opportunities, more resources to support professional development, and the need to build greater team cohesion). These findings provide initial support for a theoretical model that emphasizes the link between capacity and engagement, which could be used to guide theory-driven interventions aimed at improving the work environment.

Outline of a theory of efficient teams in Sport.

Introduction So far, social psychology in sport has preliminary focused on team cohesion, and many studies and meta-analyses tried to demonstrate a relation between cohesiveness of a team and its performance. How a team really co-operates and how the individual actions are integrated towards a team action is a question that has received relatively little attention in research. This may, at least in part, be due to a lack of a theoretical framework for collective actions, a dearth that has only recently begun to challenge sport psychologists. Objectives In this presentation a framework for a comprehensive theory of teams in sport is outlined and its potential to integrate research in the domain of team performance and, more specifically, the following presentations, is put up for discussion. Method Based on a model developed by von Cranach, Ochsenbein and Valach (1986), teams are considered to be information processing organisms, and team actions need to be investigated on two levels: the individual team member and the group as an entity. Elements to be considered are the task, the social structure, the information processing structure and the execution structure. Obviously, different task require different social structures, communication processes and co-ordination of individual movements. Especially in rapid interactive sports planning and execution of movements based on feedback loops are not possible. Deliberate planning may be a solution mainly for offensive actions, whereas defensive actions have to adjust to the opponent team's actions. Consequently, mental representations must be developed to allow a feed-forward regulation of team member's actions. Results and Conclusions Some preliminary findings based on this conceptual framework as well as further consequences for empirical investigations will be presented. References Cranach, M.v., Ochsenbein, G. & Valach, L. (1986). The group as a self-active system: Outline of a theory of group action. European Journal of Social Psychology, 16, 193-229.

Análisis multivariante del perfil psicológico de los deportistas universitarios : Aplicación del CPRD en México

El presente trabajo tiene como objetivo conocer el perfil psicológico de los deportistas universitarios colimenses y analizar si existen diferencias significativas entre practicantes de modalidades individuales y colectivas. Así mismo, se pretende encontrar los perfiles de riesgo para los deportistas. Se trata de un estudio transversal, basado en una muestra no probabilística de 122 alumnos de la Licenciatura en Educación Física y Deporte de la Universidad de Colima, en México. Utilizando como instrumento de medida el cuestionario "Características Psicológicas Relacionadas con el Rendimiento Deportivo" (CPRD), en la versión adaptada para deportistas mexicanos. El cuestionario mide control de estrés, motivación, cohesión de equipo, influencia de la evaluación del rendimiento y habilidad mental. Entre los principales hallazgos, se encontraron siete perfiles de riesgo, ordenados según un gradiente de necesidad de intervención por medio de la definición de puntos de corte, para todas y cada una de las subescalas. Se encontró que, casi un 40 de los deportistas se encuentran en algún perfil de riesgo, de los cuales 6,6 se encontraban en el perfil menor, y un 4,1 en el perfil de riesgo máximo.

Análisis multivariante del perfil psicológico de los deportistas universitarios : Aplicación del CPRD en México

El presente trabajo tiene como objetivo conocer el perfil psicológico de los deportistas universitarios colimenses y analizar si existen diferencias significativas entre practicantes de modalidades individuales y colectivas. Así mismo, se pretende encontrar los perfiles de riesgo para los deportistas. Se trata de un estudio transversal, basado en una muestra no probabilística de 122 alumnos de la Licenciatura en Educación Física y Deporte de la Universidad de Colima, en México. Utilizando como instrumento de medida el cuestionario "Características Psicológicas Relacionadas con el Rendimiento Deportivo" (CPRD), en la versión adaptada para deportistas mexicanos. El cuestionario mide control de estrés, motivación, cohesión de equipo, influencia de la evaluación del rendimiento y habilidad mental. Entre los principales hallazgos, se encontraron siete perfiles de riesgo, ordenados según un gradiente de necesidad de intervención por medio de la definición de puntos de corte, para todas y cada una de las subescalas. Se encontró que, casi un 40 de los deportistas se encuentran en algún perfil de riesgo, de los cuales 6,6 se encontraban en el perfil menor, y un 4,1 en el perfil de riesgo máximo.

Análisis multivariante del perfil psicológico de los deportistas universitarios : Aplicación del CPRD en México

El presente trabajo tiene como objetivo conocer el perfil psicológico de los deportistas universitarios colimenses y analizar si existen diferencias significativas entre practicantes de modalidades individuales y colectivas. Así mismo, se pretende encontrar los perfiles de riesgo para los deportistas. Se trata de un estudio transversal, basado en una muestra no probabilística de 122 alumnos de la Licenciatura en Educación Física y Deporte de la Universidad de Colima, en México. Utilizando como instrumento de medida el cuestionario "Características Psicológicas Relacionadas con el Rendimiento Deportivo" (CPRD), en la versión adaptada para deportistas mexicanos. El cuestionario mide control de estrés, motivación, cohesión de equipo, influencia de la evaluación del rendimiento y habilidad mental. Entre los principales hallazgos, se encontraron siete perfiles de riesgo, ordenados según un gradiente de necesidad de intervención por medio de la definición de puntos de corte, para todas y cada una de las subescalas. Se encontró que, casi un 40 de los deportistas se encuentran en algún perfil de riesgo, de los cuales 6,6 se encontraban en el perfil menor, y un 4,1 en el perfil de riesgo máximo.

Exploring the impact of perceived LMX variability within work teams

According to Leader-Member Exchange (LMX) theory, leaders develop different quaUt}' reladonships with the employees they supervise. To date, Utde research has invesdgated the impact of such differendadon by the leader on workplace outcomes. The current research proposes a novel way to capture the extent of LMX variabiUt}' within a single work team, and subsequently investigates the impact of perceived LMX variability on workplace outcomes. Across multiple employed samples, participants reported poorer team relations (as indicated by low team cohesion and high conflict) when they perceived LMX variability to be high. Perceptions of poor team relations further impacted negatively upon individual affect variables. The findings suggest that leaders may need to exercise caution when developing different quality relationships amongst individuals within the same work team.