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Over the past two decades, the study of team resilience has evolved from focusing primarily on team performance to recognizing its importance in various aspects of team functioning, including psychological health, teamwork, and overall Well-Being. This evolution underscores the need for a broader, more inclusive understanding of team resilience, advocating for a shift from a narrow performance-centric view to a holistic perspective that encompasses the multifaceted impact of resilience on teams.

In advocating for this holistic perspective, this chapter reviews the extant literature, highlighting that resilience is not merely about sustaining performance but also about fostering a supportive, adaptive, and psychologically safe environment for team members. Significant areas for further exploration, including the nuanced nature of adversities teams face, the processes underpinning resilient behaviors, and the broad spectrum of outcomes resilience can influence beyond task performance are also discussed.

The chapter serves as a call to action for a more inclusive examination of how resilience manifests and benefits teams in organizational settings. The proposed shift in perspective aims to deepen understanding of team resilience, promoting strategies for building resilient teams that thrive not only in performance but in all aspects of their functioning.

Pina Bausch is considered one of the most influential choreographers in contemporary dance. She created a new dance language based on a groundbreaking form of joint artistic inquiry. As a leader, Pina Bausch transformed her company into a chosen family of diverse personalities whom she supported in the development of their individual artistic expressiveness. She encouraged her dancers to contribute to her signature style with inventiveness and authenticity. Her ability to integrate the dancers’ contributions into her pieces and bring them to the fore onstage makes Pina Bausch a prime example of creative leadership. While leveraging her company’s collective genius and international fame through boundless curiosity and artistic integrity, Pina Bausch balanced paradoxes of leading innovation. The essence of her leadership style points to the importance of curiosity, humanity, and embodiment in leader-follower relationships.

This paper aims to probe the prevailing belief that engaging in innovative work behavior (IWB) will invariably lead to favorable outcomes. To do so, the paper integrates followership theory and cognitive dissonance theory to investigate the connection between employees’ IWB and despotic leadership, and the mediating role of interpersonal conflict with the supervisor in this connection. Moreover, the moderating impact of the supervisor’s dispositional resistance to change trait on the direct and indirect relationship between IWB and despotic leadership is explored.

The data were collected through a multi-wave survey of 350 employees and 81 supervisors working in 81 public schools.

The findings show that IWB has a positive and significant relationship with despotic leadership, and this relationship is mediated by interpersonal conflict with the supervisor.

To the best of the authors’ knowledge, this is the first study that examines the link between IWB and despotic leadership via interpersonal/dyadic conflict and explores the moderating effect of leadership dispositional resistance to change trait in this indirect relationship.

Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health.

The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health.

The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness.

This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.