What Drives Team Learning: Core Conditions and Paths

Autor/inn/en	Pinheiro, Margarida; Rebelo, Teresa; Lourenço, Paulo Renato; Dimas, Isabel
Titel	What Drives Team Learning: Core Conditions and Paths
Quelle	In: Journal of Workplace Learning, 35 (2023) 2, S.146-163 (18 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1366-5626
DOI	10.1108/JWL-06-2022-0079
Schlagwörter	Cooperative Learning; Learning Processes; Workplace Learning; Transformational Leadership; Conflict; Group Unity; Security (Psychology) + Suchen Sie Ihr Suchwort? Kooperatives Lernen; Learning process; Lernprozess; Konflikt; Gruppenidentität; Security; Psychology; Sicherheit
Abstract	Purpose: The purpose of this study is to analyze the configurational effect of transformational leadership, team conflict, team cohesion and psychological safety on team learning. Design/methodology/approach: The questionnaire and two different data sources (team members and team leaders) were used as data collection strategy. Based on a sample of 82 teams, qualitative comparative analysis in its fuzzy set variant was used to test the model. Findings: The findings of this study reveal that three important paths explain team learning: the presence of transformational leadership, task cohesion and psychological safety with the absence of relationship conflict; the presence of transformational leadership, social and task cohesion and psychological safety; and the presence of transformational leadership, social and task cohesion with the absence of relationship and task conflict. Originality/value: Overall, the findings suggest that the presence of transformational leadership, team cohesion and psychological safety and the absence of conflict are important conditions for team learning to occur, as well as that more than one configurations of antecedent factors drive team learning. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01