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Stronger together: A multilevel study of collective strengths use and team performance

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  • Meyers, Maria Christina
  • van Woerkom, Marianne
  • Bauwens, Robin

Abstract

Recently, strengths used at the team level, that is, collective strengths use, has been introduced as a novel construct that consists of the sub-dimensions of strengths awareness, credibility, and coordination, and influences individual as well as team performance. In this study, we developed a scale to measure this novel construct; moreover, we empirically tested the hypotheses that collective strengths use relates positively to team performance, and that individual performance mediates, while strengths diversity moderates, this relationship. We tested the resulting 2-1-2 moderated mediation model using a sample of 136 work teams encompassing 925 individual employees and their leaders. Cluster-corrected structural equation modeling supported the expected direct relationship between collective strengths use and individual performance and leader-rated team performance, but provided no support for the mediation and mixed support for the moderation hypotheses. Importantly, the analysis revealed differential relationships between the three sub-dimensions of collective strengths use and individual- and team-level performance.

Suggested Citation

  • Meyers, Maria Christina & van Woerkom, Marianne & Bauwens, Robin, 2023. "Stronger together: A multilevel study of collective strengths use and team performance," Journal of Business Research, Elsevier, vol. 159(C).
    • Handle: RePEc:eee:jbrese:v:159:y:2023:i:c:s0148296323000863
    DOI: 10.1016/j.jbusres.2023.113728
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    References listed on IDEAS

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    1. Kristina Dahlin & L. Weingart & P. Hinds, 2005. "Team diversity and information use," Post-Print hal-00480406, HAL.
    2. Hadassah Littman-Ovadia & Shiri Lavy & Maayan Boiman-Meshita, 2017. "When Theory and Research Collide: Examining Correlates of Signature Strengths Use at Work," Journal of Happiness Studies, Springer, vol. 18(2), pages 527-548, April.
    3. Bradley P. Owens & Michael D. Johnson & Terence R. Mitchell, 2013. "Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership," Organization Science, INFORMS, vol. 24(5), pages 1517-1538, October.
    4. Wenjie Duan & He Bu & Jinli Zhao & Xiaolong Guo, 2019. "Examining the Mediating Roles of Strengths Knowledge and Strengths Use in a 1-Year Single-Session Character Strength-Based Cognitive Intervention," Journal of Happiness Studies, Springer, vol. 20(6), pages 1673-1688, August.
    5. Jaap Paauwe, 2009. "HRM and Performance: Achievements, Methodological Issues and Prospects," Journal of Management Studies, Wiley Blackwell, vol. 46(1), pages 129-142, January.
    6. Oberski, Daniel, 2014. "lavaan.survey: An R Package for Complex Survey Analysis of Structural Equation Models," Journal of Statistical Software, Foundation for Open Access Statistics, vol. 57(i01).
    7. Rosseel, Yves, 2012. "lavaan: An R Package for Structural Equation Modeling," Journal of Statistical Software, Foundation for Open Access Statistics, vol. 48(i02).
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    Cited by:

    1. Amna Manzoor & Bowen Zhang & Hongguang Ma, 2023. "Knowledge-Oriented Leadership in Powering Team Performance and Sustainable Competitive Advantages through Innovation: Evidence from Higher Education Institutions," Sustainability, MDPI, vol. 15(20), pages 1-20, October.
    2. Valesca Y. Tobias & Marianne Woerkom & Maria Christina Meyers & Robin Bauwens, 2024. "Coaching Based on Signature Strengths or Lesser Strengths? The Effects of Two Strengths Spotting Interventions on Managerial Coaching Behavior," Journal of Happiness Studies, Springer, vol. 25(5), pages 1-24, June.

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