Exploring emotional regulation and team politics in teams: team learning and educational practices

Chou Kang Chiu*, Chieh Peng Lin, Tian Yu Lung

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

1 Scopus citations

Abstract

To learn about teamwork, research has widely discussed cohesion as a key bridge between team performance and its predictors, yet ‘blind’ cohesion often hampers a team’s achievement. Without thoroughly understanding cohesion and its relevant variables, managers’ initiatives developed at improving cohesion and team performance will remain practically ineffective based on misapprehension or blind faith. To open the black box of cohesion, this study draws upon the social exchange theory and social cognitive theory to explore the development of cohesion and team performance. The empirical results of hierarchical regression analysis reveal that collective efficacy moderates the positive relationship between social cohesion and task cohesion and the negative relationship between team politics and task cohesion. Finally, this study discusses research and managerial implications based on its empirical results.

Original languageEnglish
JournalTotal Quality Management and Business Excellence
DOIs
StateAccepted/In press - 2022

Keywords

  • cohesion
  • collective efficacy
  • emotional regulation
  • managerial training
  • team performance
  • team politics

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