Physical and psychological fatigue, and work performance among Brazilian workers during the SARS-CoV-2 (COVID-19) pandemic in Brazil.

The lockdown requirement, caused by SARS-CoV-2 (COVID-19), led to people having to follow a work from home regime. This pandemic made workers more vulnerable, causing emotional disorders that impacted their work performance. This online survey aimed to identify the psychological and emotional impacts of the COVID-19 pandemic on Brazilian workers, testing the predictive effect between physical and emotional fatigue factors, and expectations about their performance. The participants were 153 workers from different sectors or departments of the University of Brasilia following the work from home modality. To achieve the main aim of this study, the questionnaire 'Feeling Fatigue Scale' by Yoshitake, and the nine items of the 'Achievement' factor of the 'Well-being at Work' questionnaire by Paschoal and Tamayowere applied. Study data were collected between February and August 2020. Statistically significant differences were found between cognitive aspects (difficulties in attention to work, p = .001,) expectations regarding performance (p = .035), and the impact of fatigue on the body (p = .021) when comparing the profile of workers from the areas of exact sciences, health, and social and human sciences. Workers who reported more extreme difficulty in attention had lower expectations regarding the performance achieved in the exercise of their duties (R2 adjusted = .271, p < .001). The results demonstrate the importance of planning public policies aimed at promoting mental and physical health at work.

On the Relationship Between Authentic Leadership, Flourishing, and Performance in Healthcare Teams: A Job Demands-Resources Perspective.

This study integrates the job demands-resources model and authentic leadership theory to test the general hypothesis that authentic leadership is a job resource that enables flourishing and performance in healthcare teams. Furthermore, this article tests the hypothesis that the daily bed occupancy is a job demand that weakens this relationship. Participants were 106 nurses that were distributed across 33 teams from two hospitals. The results suggest that the authentic leadership of team leaders is positively related with subjective and objective team performance, but only when daily bed occupancy is low. Authentic leadership had no relationship with team flourishing, regardless of the daily bed occupancy. Our findings suggest that the extent to which authentic leadership is adequate to promote the performance of teams working in a hospital setting is sensitive to contextual boundary conditions. Leading authentically might only be effective under specific circumstances.

The Rough Journey to Success: Examining the Nonlinear Dynamics of Processes and Performance in Teams.

We build on Nonlinear Dynamic Systems (NDS) theory to examine if team performance change across a complete performance cycle is nonlinear, and if such change is related with team processes change over time. Participants were 214 teams enrolled in one management competition. The hypotheses were tested using nonlinear regressions and catastrophe modeling. The results of the nonlinear regression model support the hypothesis that change in team performance over time follows a cusp catastrophe distribution, R2Cusp = .93, F(5, 1065) = 16889.82, p < .001; and that team processes do function as asymmetry (transition and action processes) and bifurcation (interpersonal processes) factors. The results also suggest that the cusp catastrophe model (R2 = .68) explains team performance better than the linear (R2 = .05) and logistic models (R2 = .07). This study reiterates the importance of incorporating the NDS perspective within the teamwork literature to leverage our knowledge about the way teams perform over time.

There Is Light and There Is Darkness: On the Temporal Dynamics of Cohesion, Coordination, and Performance in Business Teams.

This study examines teams as complex adaptive systems (tCAS) and uses latent growth curve modeling to test team cohesion as an initial condition conducive to team performance over time and the mediational effect of team coordination on this relationship. After analyzing 158 teams enrolled in a business game simulation over five consecutive weeks, we found that change in team coordination was best described by a continuous linear change model, while change in team performance was best described by a continuous nonlinear change model; and the mediation latent growth curve model revealed a negative indirect effect of team cohesion on the level of change in team performance over time, through the level of change in team coordination. This study contributes to the science of teams by combining the notions of initial conditions with co-evolving team dynamics, hence creating a more refined temporal approach to understanding team functioning.

How complexity leadership and cohesion influence team effectiveness / Como a liderança de complexidade e a coesão influenciam a eficácia das equipes / Como el liderazgo de complexidad y la cohesión influyen en la eficacia de los equipos

This research tested the hypothesis that enabling leadership behaviors are positively related to the objective and subjective dimensions of teamwork effectiveness. Hypotheses testing was done during a laboratory task in which 40 teams of 5 people each (N = 200) engaged in a simulation task using the pc game SimCity4. The results suggest that enabling leadership and task cohesion are not related to team performance, R2 = .08, MSE = 1.02, F(4, 35) = .79, p = .54; and that enabling leadership is positively related to team viability, mediated by task cohesion, R2 = .71, MSE = 0.31, F(4, 35) = 21.87, p < .001. These findings also suggest that engaging in enabling leadership behaviors promotes team member commitment to a shared goal, which in turn enhances the shared perception that the team has the necessary conditions to keep working together on future assignments.

Esta investigação testou a hipótese de que os comportamentos de facilitação estão positivamente relacionados com as dimensões objetiva e subjetiva da eficácia das equipas de trabalho. Participaram neste estudo 40 equipas de 5 elementos (N = 200), onde se utilizou o jogo de computador SimCity4. A análise dos efeitos diretos e indiretos sugere que os comportamentos de facilitação e a coesão de tarefa não se relacionam com o desempenho, R2 = .08, M.S.E = 1.02, F(4, 35) = .79, p = .54; e que a coesão de tarefa medeia a relação entre comportamentos de facilitação e a viabilidade, R2 = .71, MSE = 0.31, F(4, 35) = 21.87, p < .001. Estes resultados sugerem que a prática de comportamentos de facilitação promove a união dos membros da equipa, o que por sua vez é importante para a crença partilhada de que a equipa tem condições para continuar unida no futuro.

La presente investigación probó la hipótesis de que los comportamientos de facilitación están positivamente relacionados con las dimensiones objetiva y subjetiva de la eficacia de los equipos de trabajo. En este estudio participaron 40 equipos de 5 elementos (N = 200), donde se utilizó el juego de ordenador SimCity4. El análisis de los efectos directos e indirectos sugiere que el comportamiento de facilitación y la cohesión de tareas no están relacionados con el rendimiento, R2 = .08, MSE = 1.02, F(4, 35) = .79, p = .54; y que la cohesión de tarea media la relación entre comportamientos de facilitación y la viabilidad, R2 = .71, MSE = 0.31, F(4, 35) = 21.87, p < .001. Estos resultados sugieren que la práctica de comportamiento de facilitación promueve la unión de los miembros del equipo, así como la creencia compartida de que el equipo tiene condiciones para continuar unido en el futuro.

Leadership as an Emergent Feature in Social Organizations: Insights from A Laboratory Simulation Experiment.

Recent theoretical contributions have suggested a theory of leadership that is grounded in complexity theory, hence regarding leadership as a complex process (i.e., nonlinear; emergent). This article tests if complexity leadership theory promotes efficiency in work groups. 40 groups of five participants each had to complete four decision making tasks using the city simulation game SimCity4. Before engaging in the four decision making tasks, participants received information regarding what sort of leadership behaviors were more adequate to help them perform better. Results suggest that if complexity leadership theory is applied, groups can achieve higher efficiency over time, when compared with other groups where complexity leadership is not applied. This study goes beyond traditional views of leadership as a centralized form of control, and presents new evidence suggesting that leadership is a collective and emergent phenomenon, anchored in simple rules of behavior.

Goal orientation and work role performance: predicting adaptive and proactive work role performance through self-leadership strategies.

This article explores the relationship between goal orientation, self-leadership dimensions, and adaptive and proactive work role performances. The authors hypothesize that learning orientation, in contrast to performance orientation, positively predicts proactive and adaptive work role performances and that this relationship is mediated by self-leadership behavior-focused strategies. It is posited that self-leadership natural reward strategies and thought pattern strategies are expected to moderate this relationship. Workers (N = 108) from a software company participated in this study. As expected, learning orientation did predict adaptive and proactive work role performance. Moreover, in the relationship between learning orientation and proactive work role performance through self-leadership behavior-focused strategies, a moderated mediation effect was found for self-leadership natural reward and thought pattern strategies. In the end, the authors discuss the results and implications are discussed and future research directions are proposed.