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Leader’s non-cognitive abilities and knowledge sharing behavior among team members remains a central concern of healthcare teams for the effective team outcomes. As in complex healthcare environment leaders have to confront with contradictory behaviors. Therefore, the research study attempts to address question how exchange of knowledge amongst hea...
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Introduction
Collegiate student-athletes often encounter various stressors stemming from academic study and athletic training, which can potentially have negative effects on their well-being. This study investigates how collegiate student-athletes’ openness to experience and their engagement in knowledge sharing influence their well-being, as well...
Citations
... They can try to steadily increase their emotional intelligence capabilities and modify their management approach to acclimate as per the organization's financial objectives. Effective managers are admirable motivators and put more emphasis on advancing emotional intelligence competencies (Jamshed, Nor, & Bakar, 2017). succeeding (Dare et al., 2023;Ferranti et al., 2010). ...
Purpose- This study aims to examine the effects of emotional intelligence on organizational financial effectiveness, with the moderating effect of financial self-efficacy. Research Methodology/Approach- To examine how financial self-efficacy moderates the relationship between emotional intelligence and financial effectiveness, data were collected from a sample of 272 managers in Pakistani organizations using a 7-point Likert scale questionnaire. SPSS and the graphical application AMOS were used to evaluate the collected data and structural equation modeling (SEM) techniques were used to evaluate the hypothesis. Findings- The results reveal that emotional intelligence significantly affects an organization’s financial effectiveness. Emotional intelligence includes key components such as self-awareness, self-management, motivation, empathy, and social skills, all of which contribute significantly to an organization’s financial effectiveness. Results show that it is important for organizations to measure managers’ emotional intelligence before employing them. Moreover, research shows that the association between organizational financial effectiveness and emotional intelligence is significantly moderated by financial self-efficacy. Limitation and Implication- The study has limitations, such as focusing solely on individual emotional intelligence (EI) and financial effectiveness rather than considering team-level EI or qualitative aspects of EI. However, it confirms a link between EI and financial effectiveness, particularly when moderated by financial self-efficacy. These findings underscore the importance of EI and financial self-efficacy, suggesting avenues for future research. Originality/Value- This research is the first to examine the relationship between emotional intelligence, financial self-efficacy, and financial effectiveness. This study enhances the behavioral finance literature by exploring how managerial emotional intelligence influences decision-making processes, thus clarifying its role in improving the financial effectiveness of an organization.
... Knowledge-sharing behaviors (KSBs) of individuals are associated with the interpersonal communication and interaction of humans especially at the workplace through which they share task-related knowledge and information to complete their official tasks efficiently and to benefit others (i.e., peers, seniors, and subordinates) (Nurhidayati & Zaenuri, 2023;Wang & Noe, 2010). These behaviors (KSBs) are associated with team creativity (Edeh et al., 2022), open innovation , team effectiveness (Jamshed et al., 2017), and organizational learning (Antunes & Pinheiro, 2020;Zhang et al., 2023). To minimize this negative thinking of the employees about sharing knowledge with others as they perceive that it may hinder their career development and growth (Fauzi, 2023), organizations need an environment that motivates, encourages, and rewards KSBs (Heisig et al., 2016;Sa'adah & Rijanti, 2022;Shamim et al., 2019) because it offers organizational economic and strategic growth (Arsawan et al., 2022;Sahibzada et al., 2023). ...
Purpose-Drawing from social cognitive theory, the present study examines the impact of knowledge-oriented leadership on knowledge sharing behaviors (tacit and explicit). Moreover, this study examines the intervening effect of self-efficacy between the relationship of knowledge-oriented leadership and knowledge sharing behaviors (tacit and explicit). Furthermore, this study investigates the moderating role of emotional intelligence between the relationship of knowledge-oriented leadership and self-efficacy. Study Design/Methodology/Approach-Two hundred and ninety-five permanent employees of service sector organizations (i.e., banking, telecommunication, and media) voluntarily participated in a data collection survey which was conducted using a three-week temporal separation method. Data was analyzed using statistical software, i.e., SPSS and Smart-PLS to assess the reliability and validity of the constructs and test the direct, indirect, moderation, and moderated mediation relationships of the variables. Findings-The findings showed that knowledge-oriented leadership strongly predicts tacit and explicit knowledge-sharing behaviors, and self-efficacy mediated this relationship. Moreover, results support the moderation of emotional intelligence between knowledge-oriented leadership and self-efficacy. Research Limitations-To bring a deeper understanding of how organizational and personal factors influence the knowledge-sharing behaviors of the employees, future research should investigate the potential mediating mechanisms, i.e., trust in leadership and learning goal orientation and the moderating role of psychosocial safety climate using the specific leadership style, i.e., adaptive, and humble leadership. Originality/Novelty-The findings of this study suggest that organizations focus on the enhancement of knowledge-related skills of the management which encourages the subordinates for higher self-efficacy regarding the sharing of tacit and explicit knowledge. Moreover, this study highlighted the importance of emotional intelligence for the enhancement of self-efficacy; also, emotional intelligence indirectly helps individuals demonstrate knowledge-sharing behaviors (tacit and explicit).
... In the healthcare arena, and in the broader world of business, Trait EI is a significant predictor of leadership status (leader vs non-leader; Coskun et al., 2018;Siegling et al., 2014), as well as of leadership effectiveness (a leader's performance in influencing and guiding the activities of his or her team toward achievement of shared goals; Jamshed et al., 2017;Miao et al., 2021;Walter et al., 2011). Chambers and Exworthy (2020) explored the personal characteristics of a subset of hospital CEOs who had distinguished themselves from peers because of their long tenures. ...
... Though a growing strand of literature have investigated various factors influencing team performance, in recent time research scholars (Jamshed, 2018;Jamshed et al., 2017;Kaur et al., 2016;Shin et al., 2016) have recommended studying emotional intelligence and knowledge sharing. ...
Purpose
This study aims to examine emotional intelligence (EI) and organizational communication as predictors of teamwork effectiveness among bank employees in Nigeria. The Nigerian banking industry suffered financial crisis, leading to depression, following inability to meet standards of the regulatory body. With current emphasis on teamwork for business growth, literatures suggest EI and organizational communication as predictors for teamwork effectiveness.
Design/methodology/approach
A cross-sectional survey of 230 bank employees, selected through multistage sampling, using a valid and reliable structured questionnaire that incorporated all research variables was used for data collection. A questionnaire containing the research scales was administered and data were collected.
Findings
Positive relationship was established between perceived teamwork effectiveness and components of EI, including self-emotion appraisal, other’s emotion appraisal (OEA), actual use of emotion and regulation of emotion (ROE) and perceived organizational communication effectiveness. Hierarchical regression analysis reveals that age, gender, job status and educational qualification jointly predicted teamwork effectiveness, although only educational qualification contributed significantly. The inclusion of EI dimensions showed that only OEA, actual use of emotion and ROE were significant predictors, along with organizational communication.
Research limitations/implications
Data collected were based on self-report of the participants. It is advised that more objective measures could be devised. The findings are limited to the banking industry and cannot be generalized to other work organizations. The research was conducted in Nigeria, a developing country; thus, the findings may not be generalized to the developed nations.
Practical implications
Educational factor could be applied in engaging team members. On the alternative, commercial banks should invest in periodic training programs to enhance employee communication skills and EI. Human resources personnel could use these research outcomes to enhance the selection and placement of employees in commercial banks. By these research findings the adequacies of some psychological theories in explaining team effectiveness have been empirically implicated, and the literature on team effectiveness has been increased. Consequently, commercial banks should invest in periodic training programs to enhance employee communication skills and EI, and use these findings to enhance selection and placement in Nigerian banks. It is evident from the results of the present study that the more educated team members are the more likely their teams would be effective in the teamwork. However, periodic training (both off the job and on the job) on EI and its pertinent dimensions, and adoption of appropriate communication styles, could be used to compliment educational deficiencies. Thus, the less educated persons could function adequately in teams if they receive the empowerment. The human resources managers are to note that new bank employees would be better team players when there are adequate orientated on programs on how towards effective to communicate at teamwork functions.
Social implications
It is evident from these research findings that EI and appropriate organizational communication are behavioral tools that could enhance team interaction and consequently improve team effectiveness.
Originality/value
It is revealed how teams could be made effective through the combined factors of EI and organizational communication, especially among bank employees in Nigeria. Unlike some other studies, this research discovered the specific EI factors that could enhance team effectiveness, not just general EI. It empirically validated some theories that are proposed in relation to EI and organizational communication. This study showcased how teams could be made more effective in the banking sector of the Nigerian economy.
... Third, leadership and communication are critical for interdisciplinary knowledge-sharing in particular (Edmondson and Nembhard 2009). Accordingly, studies show that interdisciplinary integration is fostered when managers are sensitive to the culture and needs of different areas (Jamshed, Mohd Nor, and Abu Bakar 2017;Korb, Geißler, and Strauß 2015;Rosen and Callaly 2005). This was also shown specifically for the collaboration in art-projects and theaters. ...
This study analyzes self–other agreement in leadership communication and its relation to knowledge integration across the artistic, technical and administration areas in theaters. Results of a cross-sectional survey among 177 managers and 249 employees of German theaters reveal that managers consider themselves attentive to all areas, but particularly sensitive to their own area. In contrast, employees assess leadership communication quality rather mixed and especially communication of managers from the artistic area as mediocre. Furthermore, results of a polynomial regression with surface analysis indicate that managers can reduce knowledge integration problems across the areas when being sensitive to employees in areas other than their own.
... However, as described above, there are clear differences between the artistic, technical and administration areas, which should also be reflected in the relationships. Research has shown that collaboration across areas is better if managers are sensitive to each area (Jamshed, Mohd Nor, & Bakar, 2017). Therefore, it is important, for example, that managers define common problems (Epstein, 2005), acknowledge different work cultures in different areas (Korb et al., 2015) or do not claim exclusive authority of one area over other areas (Rosen & Callaly, 2005). ...
This study makes a first attempt to investigate the influence of leadership communication on internal integration when employees maintain relationships with multiple managers in different functional areas of an organization. In a cross-sectional survey, 388 employees in German theatres assessed perceived internal integration between artistic, technical and administration areas as well as perceived leadership communication quality (PLCQ) with managers in each area which they had a relation with. Results show that the better and the more consistent employees perceive the communication of managers from the different areas, the more employees will perceive internal integration across the areas.
... Research scholars (e.g. Jamshed, Nor, & Bakar, 2017;Jayasingam, Ansari, Ramayah, & Jantan, 2013;Kaur, Shri, & Mital, 2016;Shin, Kim, Choi, & Lee, 2016;Zhang et al., 2019) realized that the cultural factor boosts the interaction amongst leader-member relationships. Thus, team culture is a contributing factor and a crucial ambient to suppress turnover intentions. ...
... This may be attributed to the leader's behaviour as leaders with high emotional intelligence are well aware of their subordinate negative job attitudes, and they attempt to eliminate such intention within their teams as the turnover leads to higher cost and influences the quality of patient care services (e.g. Abu Elanain, 2014; Fujino et al., 2015;Jamshed et al., 2017). Therefore in health care, the active emotional abilities of leaders create a significant impact in declining the nurse's intent to leave. ...
Aim
To explore the influence of leader emotional intelligence on the working culture prevailing in teams that ultimately impacts nurses’ intent to leave the job.
Background
Global shortages of nursing professionals have been concerning issues of extreme vitality in the delivery of superior services. Though the state of the art system provides relief; the hospital management continued worrying about losing highly skilled nursing professionals due to a higher level of emotional exhaustion exhibiting progressive turnover.
Methods
A survey technique was employed for data collection from nurses. Further data was analyzed by structural equation modeling in light of 313 substantial responses by using Smart‐PLS.
Results
The findings revealed that leaders’ emotional intelligence impulses critical constructive effects by fulfilling the needs of nurses and have an impact on their turnover intentions simultaneously.
Conclusion
The research provides an empirical lens of leadership and culture; which noticeably explain turnover intention. This study affirmed solid connections amongst the leader’s emotional intelligence, team culture, and turnover intentions.
Implications for Nursing Management
The study provides valuable insight for health management organizations to focus on factors that decreases the turnover intent of nurses. Considering a global shortage of nurses; nursing management must consider crucial aspects of the work environment and plan interventions to restrain nursing turnover intentions.
... As teaching career is recognized as one of the central profession (Ishak, Iskandar & Ramli 2010), for academicians; EI could exhibit to be a dynamic feature of individual's nature and personality. Leaders possessing emotional intelligence skills creates emotional realization and sense of responsibility among workers which enables them to respond positively to diverse situations (Jamshed, Nor & Bakar 2017). By implementing EI skills, academicians could effectively manage the pressure of the profession, comprehend the social cues and better improve their personal domain. ...
... Though a growing strand of literature has investigated various factors influencing team performance, the earlier investigations have not yet examined the direct and the indirect effects of knowledge sharing and team emotional intelligence on team performance. Research scholars (Jamshed, 2018;Jamshed et al., 2017;Jayasingam et al., 2013;Kaur et al., 2016;Shin et al., 2016) have recommended studying the intervening influence of knowledge sharing and team emotional intelligence on the relationship between team culture and team performance. The purpose of this study is threefold: first, this study attempts to explore the influence of team culture on team performance as very few studies have investigated the influence of cultural factors on medical and paramedical teams working in health-care institutions; second, to investigate the mediating effects of knowledge sharing and team emotional intelligence on the relationship between team culture and team performance as the cultural factors induce team members to share knowledge and develops emotional intelligence skill at team level ultimately affecting team performance; and third, to explore how well the factors of knowledge sharing and team emotional intelligence are synchronized amongst team members within teams. ...
... As a commitment to acquire and exchange knowledge is related to the quality of the interpersonal relationships of the members and such relationships relies on the greater extent of culture. Team culture provides mutual support for the team working, facilitate the communication, and enable team members to respect and share knowledge consequently affecting performance (Jamshed et al., 2017;Kessel et al., 2012;Kucharska and Kowalczyk, 2016;Pé rez L opez et al., 2004). Moreover, the findings support that teams do not operate in a vacuum. ...
Abstract
Purpose – The purpose of this study is to investigate the relationship between team culture and team performance through the mediating role of knowledge sharing and team emotional intelligence.
Design/methodology/approach – The study advocated that team culture influences the knowledge sharing behavior of team members and the development of emotional intelligence skill at the team level. Further, it is hypothesized that knowledge sharing and team emotional intelligence positively influence team performance. By adopting a quantitative research design, data were gathered by using a survey questionnaire from535 respondents representing 95 teams working in private health-care institutions.
Findings – The findings significantly indicated that knowledge sharing and team emotional intelligence influence team working. Furthermore, this study confirms the strong association between team culture and team performance through the lens of knowledge sharing and team emotional intelligence.
Practical implications – This investigation offers observational proof to health-care services to familiarize workers with the ability of emotional intelligence and urge them to share knowledge for enhanced team performance. The study provides in-depth understanding to managers and leaders in health-care institutions to decentralize culture at the team level for endorsement of knowledge sharing behavior.
Originality/value – This is amongst one of the initial studies investigating team members making a pool of knowledge to realize potential gains enormously and influenced by the emotional intelligence. Team culture set a platform to share knowledge which is considered one of the principal execution conduct essential for accomplishing and managing team adequacy in a sensitive health-care environment.
Keywords- Team performance, Knowledge sharing, Team culture, Team emotional intelligence
Paper type- Research paper
... The occurrence of KS in teams relies on the quality of expressions and interaction of the members consequently influencing team performance (De Dreu & Weingart, 2003;Jehn & Chatman, 2000). Hence to understand how the factor of knowledge sharing can smoothly incorporate in miscellaneous teams which can accelerate the process of knowledge sharing positively has become an important area of research for the academicians and practitioners belong to the field of human resources and knowledge management (Garavan & McCarthy, 2008;Jamshed, Nor, & Bakar, 2017;Sessa & London, 2015). Hence it is suggested that: ...
... The findings of the study are in conformity with earlier research (Garavan & McCarthy, 2008;Jamshed et al., 2017;London & Sessa, 2006;Sessa & London, 2015) posing the importance of knowledge sharing in teams. The knowledge sharing in healthcare teams signifies error-free patient care services (Kim, Newby-Bennett, & Song, 2012). ...
Knowledge Sharing is a significant facilitator of performance in organizations through teams for
gaining competitive advantage. However, very few studies investigated the relationship between
knowledge sharing and team environment with a subsequent effect on team performance. For
effective team performance, team members are encouraged to exchange their varied knowledge,
opinions, paradigms, and expertise required to accomplish team tasks. Therefore, this study
attempts to investigate the effect of knowledge sharing on team performance through the lens of
team culture. A quantitative study by employing survey method was conducted by collecting data
from healthcare teams working in healthcare institutions of Pakistan. The study examines the direct and indirect effect of team culture on team performance by statistically testing the research model by utilizing the technique of structural equation modeling. Results from response by106 teams comprised of 397 members’ exhibit that teams with visible performance indicators depict strong team cultures which deemed important for sharing knowledge amongst team members. The study findings provide useful insights and contribute to the literature of team performance and knowledge sharing in the healthcare sector and urge administrators to encourage team members to share their expertise enhancing the performance of teams.
