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Team Efficiency in Organizations: A Group Perspective on Initiative

Author

Listed:
  • Ana Lisbona

    (Departamento de Psicología Social y de las Organizaciones, Universidad Nacional de Educación a Distancia, Juan del Rosal 10, 28040 Madrid, Spain)

  • Abel Las-Hayas

    (Departamento de Psicología Social y de las Organizaciones, Universidad Nacional de Educación a Distancia, Juan del Rosal 10, 28040 Madrid, Spain)

  • Francisco J. Palací

    (Departamento de Psicología Social y de las Organizaciones, Universidad Nacional de Educación a Distancia, Juan del Rosal 10, 28040 Madrid, Spain)

  • Miguel Bernabé

    (Departamento de Psicología Social y de las Organizaciones, Universidad Nacional de Educación a Distancia, Juan del Rosal 10, 28040 Madrid, Spain)

  • Francisco J. Morales

    (Departamento de Psicología Social y de las Organizaciones, Universidad Nacional de Educación a Distancia, Juan del Rosal 10, 28040 Madrid, Spain)

  • Alexander Haslam

    (University of Queensland, School of Psychology, St Lucia QLD 4072, Australia)

Abstract

Organizational research has shown that personal initiative is related to both climate for initiative and work engagement. Yet little is known about what happens to this relationship once the focus shifts to the team level. When organizational and team goals are involved this renders the relationship more complex, and team identification and organizational identification are likely to be key to understanding it. In this paper we develop a model to deal with these complexities. This predicts (a) that team identification will impact on team initiative through team work engagement while (b) organizational identification will impact on team initiative through climate for initiative. It is also expected that team initiative will, in turn, impact on team productivity, and on radical innovation as evaluated by the team leader. This model was tested in a field study with 327 participants of 76 workteams belonging to 50 organizations. Results of SEM and regression analysis supported our main hypotheses. Findings showed that initiative is related to performance and also underline the importance of initiative at a team level. At the same time they suggest that to develop teams with high levels of initiative it is important to promote both organizational and team identification.

Suggested Citation

  • Ana Lisbona & Abel Las-Hayas & Francisco J. Palací & Miguel Bernabé & Francisco J. Morales & Alexander Haslam, 2020. "Team Efficiency in Organizations: A Group Perspective on Initiative," IJERPH, MDPI, vol. 17(6), pages 1-17, March.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:6:p:1926-:d:332937
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    References listed on IDEAS

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    1. Macey, William H. & Schneider, Benjamin, 2008. "The Meaning of Employee Engagement," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 3-30, March.
    2. Olkkonen, Maria-Elena & Lipponen, Jukka, 2006. "Relationships between organizational justice, identification with organization and work unit, and group-related outcomes," Organizational Behavior and Human Decision Processes, Elsevier, vol. 100(2), pages 202-215, July.
    3. Sebastian Fischer & Michael Frese & Jennifer Clarissa Mertins & Julia Verena Hardt & Thomas Flock & Juri Schauder & Michael Schmitz & Jette Wiegel, 2014. "Climate for Personal Initiative and Radical and Incremental Innovation in Firms: A Validation Study," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 22(01), pages 91-109.
    4. Steffens, Niklas K. & Haslam, S. Alexander & Kerschreiter, Rudolf & Schuh, Sebastian C. & van Dick, Rolf, 2014. "Leaders enhance group members’ work engagement and reduce their burnout by crafting social identity," Zeitschrift fuer Personalforschung. German Journal of Research in Human Resource Management, Rainer Hampp Verlag, vol. 28(1-2), pages 173-194.
    5. Hirotugu Akaike, 1987. "Factor analysis and AIC," Psychometrika, Springer;The Psychometric Society, vol. 52(3), pages 317-332, September.
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