Causal Relationship Model of Factors Related to Effectiveness of Working Team in Hospitals
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Published:
Jun 30, 2019
Keywords:
Team Diversity Transformational Leadership Team Empowerment Team Innovative Behavior Team Effectiveness Hospital
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Abstract
This study aimed to study and examine the congruence of causal relationship model of factors which lead to increasing effectiveness of teamwork in hospitals and empirical data by applying the quantitative method in this research. The researcher collected information from department managers and chief executives in JCI-accredited hospitals. The sample group composed of 310 persons. Data was collected through questionnaires and analyzed with structural equation modeling.
The result shown that (1) transformational leadership had an influence on team empowerment; transformational leadership and team empowerment had an influence on team innovative behavior; diverse team, transformational leadership, team empowerment, and team innovative behavior had an influence on team effectiveness, whilst diverse team had no influence on team empowerment and team innovative behavior; (2) causal relationship model of factors of a diverse team, transformational leadership, team empowerment, and team innovative behavior affects team effectiveness shown a congruence with empirical data which implied that it is applicable in the real-life situation. In this study, the chi-square was 56.61, the degree of freedom (df) was 71, the p-value was 0.893; the chi-square relative (chi-square/df) was 0.797, GFI was 0.980, AGFI was 0.952 and RMSEA was 0.000. All variables in the model could be used to describe team empowerment, team innovative behavior and team effectiveness at 35.90%, 40.70% and 22.40%, respectively.
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จันทร์เจ้า สุภรรุ่งเจริญ. (2553). การศึกษาระบบบัญชีและการควบคุมภายในของธุรกิจโรงพยาบาลเอกชนขนาดเกิน 100 เตียงขึ้นไป ในกรุงเทพมหานคร (รายงานผลการวิจัย). กรุงเทพฯ: มหาวิทยาลัยหอการค้าไทย.
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บุญใจ ศรีสถิตย์นรากูล. (2550). ภาวะผู้นำและกลยุทธ์การจัดการองค์การพยาบาลในศตวรรษที่ 21. กรุงเทพฯ: โรงพิมพ์แห่งจุฬาลงกรณ์มหาวิทยาลัย.
ประเวศน์ มหารัตน์สกุล. (2553). การประเมินผลการปฏิบัติงานและการปรับเงินเดือน. กรุงเทพฯ: ปัญญาชน.
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Afsar, B., Badir, Y. F., & Saeed, B. B. (2014). Transformational leadership and innovative work behavior. Industrial Management & Data Systems, 114(8), 1270-1300.
Aga, D. A., Noorderhaven, & Vallejo, B. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management, 34(5), 806-818.
Alexander, J. A., Weiner, B. J., Shortell, S. M., Baker, L. C., & Becker, M. P. (2006). The role of organizational infrastructure in implementation of hospitals' quality improvement. Hospital Topics, 84(1), 11-21.
Allen, N. J., & Hecht, T. D. (2004). The romance of teams: Toward an understanding of its psychological underpinnings and implications. Journal of Occupational & Organizational Psychology, 77(4), 439-461.
Block, P. (1987). The empowered manager: Positive political skills at work. San Francisco, CA: Jossey-Bass.
Chang, C. -L. (2005). Investigating leader -member exchange and team -member exchange as moderators of the relationship between transformational leadership practices and team effectiveness (Doctoral dissertation). Florida: Nova Southeastern University.
Craig, J. T. (2015). Antecedents of individual innovative behavior: Examining
transformational leadership, creative climate, role ambiguity, risk propensity, and psychological empowerment (Doctoral Dissertation). Los Angeles: Alliant International University.
Dennis, K. Z. (2008). Effects of similarity-dissimilarity, team cohesion, and hospital cross-functional team effectiveness on organizational performance (Doctoral Dissertation). Florida: Lynn University.
Dionne, S. D., Yammarino, F. J., Atwater, L. E., & Spangler, W. D. (2004). Transformational leadership and team performance. Journal of Organizational Change Management, 17(2), 177-193.
Dorner, N., Gassmann, O., & Morhart, F. (2012). Innovative work behavior: The roles of employee expectations and effects on job performance (Doctoral dissertation). University of St. Gallen.
Gondal, A. M., & Khan, A. (2008). Impact of team empowerment on team performance case of the telecommunications industry in Islamabad. International Review of Business Research Papers, 4(5), 138-146.
Guzzo, R. A., & Dickson, M. W. (1996). Teams in organizations: Recent research on performance and effectiveness. Annual Review of Psychology, 47, 307-338.
Gyanchandani, R. (2017). The effect of transformational leadership style on team performance in IT sector. The IUP Journal of Soft Skills, XI(3), 29-44.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis (7th ed.). New Jersey: Pearson Prentice Hall.
Hammond, K., Bandak, A., & Williams, M. (1999). Nurse, physician, and consumer role responsibility perceived by health care providers. Holistic Nursing Practice, 13(2), 28-37.
Hsu, S. -Y. “Clark” (2006). Team transformational leadership, trust, empowerment, satisfaction, and commitment: Testing a structural equation model in software development teams (Doctoral Dissertation). Florida: Nova Southeastern University.
Jackson, S. E., May, K. E., & Whitney, K., (1995). Understanding the dynamics of diversity in decision-making teams. Retrieved from https://www.researchgate.net/profile/Susan_Jackson14/publication/275714101
_Understanding_the_Dynamics_of_Diversity_in_Decision_Making_Teams
/links/565f625608ae1ef9298548d5.pdf
James, S. P. (2002). Do women really make better leaders than men?: An update. Retrieved October 10, 2016, from https://commons.ln.edu.hk/cgi/viewcontent.cgi?article=1033&context=hkibswp
Jehn, K. A., Chadwick, C., & Thatcher, S. M. (1997). To agree or not to agree: The effects of value congruence, individual demographic dissimilarity, and conflict on workgroup outcomes. International Journal of Conflict Management, 8, 287–305.
Jiang, X., Flores, H. R., Leelawong, R., & Manz, C. C. (2014). The effect of team empowerment on team performance: A cross-cultural perspective on the mediating roles of knowledge sharing and intra-group conflict. International Journal of Conflict Management, 27(1), 62-87.
Kamani, S. M. H., & Altafi, S. (2012, April). Providing a model to effectiveness of team work based on quantum skills and intermediate roles of empowerment and innovation. Economic and Social Development: Conference Proceedings of the 1st International Scientific Conference, Frankfurt am Main.
Kanter, R. M. (1988). Changes-master companies: Environments in which Innovations Flourish. In R. L. Kuhn (Eds.), Handbook for creative and innovative managers (pp. 197-202). New York: McGraw-Hill.
Kirkman, B. L., & Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. The Academy of Management Journal, 42(1), 58-74.
Kirkman, B. L., Tesluk, P. E., & Rosen, B. (2004). The impact of demographic heterogeneity and team leader-team member demographic fit on team empowerment and effectiveness. Group & Organization Management, 29(3), 334-368.
Kurtzberg, T. R., & Amabile, T. M. (2000). From Guilford to creative synergy: Opening the black box of team level creativity. Creativity Research Journal. 13(3-4), 285-294.
Laschinger, H. K. S., Finegan, J. E., Shamian, J., & Wilk, P. (2004). A longitudinal analysis of the impact of workplace empowerment on work satisfaction. Journal of Organizational Behaviour, 25(4), 527-545.
Ling, Y., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. (2008). Transformational leadership's role in promoting corporate entrepreneurship: Examining the CEO-TMT interface. Academy of Management Journal, 51(3), 557-576.
Mannix, E., & Neale, M. (2005). What differences make a difference? The promise and reality of diverse teams in organizations. Psychological Science in the Public Interest, 6(2), 31-55.
Marane, B.M. (2012). The mediating role of trust in organization on the influence of psychological empowerment on innovation behavior. European Journal of Social Sciences, 33(1), 39-51.
Mathieu, J. E., Gilson, L. L., & Ruddy, T. M. (2006). Empowerment and team effectiveness: An empirical test of an integrated model. Journal of Applied Psychology, 91(1), 97–108.
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