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2 1. Research topic 2. Introduction 3. Discussion of variables: 3.1 Team effectiveness 3.2 Transformational leadership 3.3 Organisational trust 3.4 Psychological empowerment 4. Relationships 5. Proposed structural model 6. Research design 7. Sampling 8. Evaluation of research ethics 9. Measurement instruments 10. Results: Statistical techniques 11. Results: SEM 12. Results: Relationships paths 13. Limitations 14. Managerial implications

3 Research show an increase in the use of teams in South African organisations (Kriek, 2007). Teamwork provides structure for linking and integrating diverse skills and expertise. Teams have been proved amongst others to: 1. Increased competitive advantage (Doolen et al., 2003) 2. Provide better solutions for complex problems (Dionne et al., 2004) 3. Enhance productivity (Glassop, 2002) 4. Enhance creativity and innovation (Schuler, 1998) 5. Higher level of learning experience for members (Edmondson & Nembhard, 2009) 6. Increase response time and better decision making (Mahembe, 2010) 7. Reduction in human error (Salas et al., 2001) 8. Lower levels of absenteeism (Glassop, 2002) Using teams automatic success

4 Dysfunctional teams can: restrict organisational success waste time, energy, and resources enforce lower performance norms create destructive conflict exploit, stress, and frustrate each other (Trent, 2003). Therefore, it is crucially important to know and understand what drives team success to ensure it will contribute to an organisation s overall effectiveness. Purpose of this study to contribute to the understanding of the dynamics of teamwork by analysing the influence of transformational leadership, trust, and psychological empowerment on team effectiveness.

5 Team effectiveness = attainment of common goals through the coordination of team members activities (Irving, 2005). For teams to be deemed effective they need to produce high quality and levels of outputs in terms of goods and/or services (Piccoli et al., 2004)

6 1. Common purpose 7. Accountable interdependence 2. Clearly defined goals 6. Productive conflict resolution What affects teams effectiveness: 3. Role clarity 5. Mature communication 4. Psychological safety (Ross et al., 2008)

7 Management of different personalities, skills and knowledge. Regulate behaviours to be goal directed. Gives direction and structure by defining team s, and individual s goals and responsibilities. Phases challenges needs satisfied by the leader. Most important role affecting team s success or failure.

8 Defined in terms of four dimensions: 1. Charisma/idealised influence being a role model, self-sacrificing behaviours 2. Individual consideration coaching and training individual members; provide support, attending to members needs 3. Intellectual stimulation challenge followers; promote creativity and innovation 4.Inspirational motivation provide appealing vision; instils pride, faith and respect; arouse, inspire and motivate followers.

9 Ability to influence values, attitudes, beliefs, and behaviours of others by working through them to accomplish organisational goals (Ozaralli, 2003). Has been found to: 1. increase team innovation processes, 2. improves teams decision-making skills, and 3. overcome the problem of social loafing (Dionne et al., 2004). 4. Predict individual followers extra effort and beyond expected performance; 5. increase commitment, 6. Trust, and 7. satisfaction (Krishnan & Arora, 2008). Therefore, transformational leadership was expected to increase team effectiveness.

10 A team = collection of human relationships Healthy relationship cannot exist without trust Lack of trust anxiety, suspicion, uncertainty, low morale, low commitment, and low job satisfaction (Engelbrecht & Cloete, 2000)

11 Trust = psychological state that occurs when a person is willing to accept a state of vulnerability to another because of positive expectation of the other person s intentions and behaviours (Robbins & Judge, 2011). Dimensions: 1. Trust in the leader 2. Trust in co-workers/team members 3. Trust in the organisation

12 Psychological empowerment in a team context refers to team member s psychological state defined in terms of their experience of autonomy and responsibility (Spreizer,1995). Dimensions: 1. Meaning sense that their work is important 2. Competence member s belief in own, as well the team s capabilities (self-efficacy) 3. Self-determination sense of having control over the way work gets done 4. Impact degree of impact of the team s work on the effectiveness of the larger system (Mathieu et al., 2006).

13 Dimensions affected by empowering behaviours of the leader (Lee & Koh, 2001) Empowered teams: More motivated to perform better (Chen et al., 2007) More innovative and creative (Ozaralli, 2003) More effective communication within the team (Ozaralli, 2003).

14 1. Research topic 2. Introduction 3. Discussion of variables: 3.1 Team effectiveness 3.2 Transformational leadership 3.3 Organisational trust 3.4 Psychological empowerment 4. Relationships 5. Proposed structural model 6. Research design 7. Sampling 8. Evaluation of research ethics 9. Measurement instruments 10. Results: Statistical techniques 11. Results: SEM 12. Results: Relationships paths 13. Limitations 14. Managerial implications

15 Constructs do not function in isolation. Significant positive relationships were found between: Transformational leadership and trust (Podsakoff et al., 1990) Trust and team effectiveness (De Jong & Elfring, 2010; Erdem et al., 2003) Transformational leadership and psychological empowerment (Jung & Sosik, 2002) Psychological empowerment and team effectiveness (Jung & Sosik, 2002) Psychological empowerment and organisational trust (Zhu et al, 2004) Transformational leadership and team effectiveness (Braun et al., 2013)

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17 1. Research topic 2. Introduction 3. Discussion of variables: 3.1 Team effectiveness 3.2 Transformational leadership 3.3 Organisational trust 3.4 Psychological empowerment 4. Relationships 5. Proposed structural model 6. Research design 7. Sampling 8. Evaluation of research ethics 9. Measurement instruments 10. Results: Statistical techniques 11. Results: SEM 12. Results: Relationships paths 13. Limitations 14. Managerial implications

18 Quantitative research approach using multiple measures. Hypotheses were be tested using an ex post facto correlational design.

19 Unit of analysis = individual employees operating within a functional team. Functional teams are organised according to similarity in the skills, expertise, and use of members in order to lead to cost advantages and efficient use of organisational resources (Uhl-Bien & Graen, 1998). The follower was the research subject, as well as the research participant.

20 Approved by the ethics committee of the University of Stellenbosch Electronically and hard copies All questionnaires was filled in anonymously Participants were assured of confidentiality

21 1. Research topic 2. Introduction 3. Discussion of variables: 3.1 Team effectiveness 3.2 Transformational leadership 3.3 Organisational trust 3.4 Psychological empowerment 4. Relationships 5. Proposed structural mode 6. Research design 7. Sampling 8. Evaluation of research ethics 9. Measurement instruments 10. Results: Statistical techniques 11. Results: SEM 12. Results: Relationships paths 13. Limitations 14. Managerial implications

22 Construct Instrument Reliability Trust Workplace Trust Survey (trust in leader, trust in organisation, trust in coworkers) Ferres & Travaglione, (2003) α =.923 Transformational leadership Adapted Multifactor Leadership Questionnaire (MLQ) Bass & Avolio, (1995) α =.979 Psychological Empowerment Psychological Empowerment Scale (PES) Spreitzer, (1995) α =.951 Team Effectiveness TEQ Developed (Engelbrecht, 2013) α =.959

23 Missing values Item analysis to identify items that do not represent the specific latent variable. Confirmatory factor analysis evaluate measurement properties of the constructs Exploratory factor analysis to test the unidimensionality assumption of instruments subscales Structural equation modelling to test the fit of the proposed model

24 Reasonable Structural model fit

25 Transformational leadership and organisational trust Gamma= t > 1.96

26 Transformational leadership and psychological empowerment Gamma =

27 Organisational trust and team effectiveness Beta = t > 1.96

28 Psychological empowerment on team effectiveness Beta = 2.264

29 Psychological empowerment on organisational trust Beta = 3.153

30 Transformational leadership team effectiveness Gamma = (non-significant)

31 1. Research topic 2. Introduction 3. Discussion of variables: 3.1 Team effectiveness 3.2 Transformational leadership 3.3 Organisational trust 3.4 Psychological empowerment 4. Relationships 5. Proposed structural mode 6. Research design 7. Sampling 8. Evaluation of research ethics 9. Measurement instruments 10. Results: Statistical techniques 11. Results: SEM 12. Results: Relationships paths 13. Limitations 14. Managerial implications

32 1. Single source study 2. Many poor items deleted from WTS 3. The four dimensions of PE

33 Confirmed important influence of trust on team effectiveness Confirmed positive influence of team members psychological empowerment on team effectiveness Transformational leadership enhance team effectiveness through the psychological empowerment and organisational trust

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