Team Performance Management: Volume 28 Issue 7/8

Looking within: a longitudinal qualitative analysis of shared leadership behaviours in organisational teams

Anne Sweeney

To date, empirical research on shared leadership (SL) has been dominated by quantitative studies of antecedents and outcomes, frequently in simulated environments. Consequently…

Making rapid shifts in work roles – an essential teamwork skill. An exploratory study of facilitating and inhibiting factors

Anna-Lena Sundlin, Teresa Martha Söderhjelm, Christer Sandahl

The purpose of this study was to explore rapid role shifts at work and to describe the factors that facilitate or inhibit such role shifts, and how these factors affect the…

Identifying the relative impact of process- and outcome-related team performance antecedents: a meta-analysis

Ramy Hindiyeh, Jennifer Cross

The purpose of this paper is to identify, through an exploratory meta-analysis, which process- and outcome-related antecedents have the strongest relationship to overall team…

Team psychological capital and process improvement: an interactionist perspective

Dominic L. Marques, Caroline Aubé, Vincent Rousseau

The purpose of this study is to examine the relationship between team psychological capital (PsyCap) and team process improvement (TPI) by focusing on the mediating role of team…

Linking shared leadership with pharmaceutical team sales performance in Pakistan: a dual mediation model

Muhammad Sabir, Muhammad Haroon Shoukat, Syed Asim Shah, Kareem M. Selem, Hira Shaukat

The pharmaceutical retail industry faces leadership challenges, emphasizing the importance of a mechanism to support sales managers. This paper aims to demonstrate how shared…