Individual Adaptive Performance Research Articles

Employee and manager's emotional intelligence and individual adaptive performance: the role of servant leadership climate

PurposeThe present research attempts to show the contribution of emotional intelligence and servant leadership climate to individual adaptive performance. The authors intend to explain the relations between the emotional intelligence of employees as well as of manager and the employee's adaptive performance. Moreover, this research assesses the significance of the mediating role of “servant leadership” climate in the relationship between the emotional intelligence of the manager and the employee's adaptive performance.Design/methodology/approachThis research uses the quantitative research method and is included in explanatory research. Data collection used several informants for each organization. Data were collected using a sample of 57 managers and 204 team members spread over 24 companies belonging to different sectors of activity.FindingsEmployees' emotional intelligence directly influences individual adaptive performance. There is a direct influence of manager's emotional intelligence on individual adaptive performance. Then, there is an indirect influence of emotional intelligence on individual adaptive performance through the mediation of servant leadership climate.Originality/valueThe novelty of this research is in its effort to observe the multilevel mediation of servant leadership climate with other variables developed in the research model. No previous studies have found a relationship between employee and manager's emotional intelligence and individual adaptive performance.

A study on adaptive performance, work-related psychological health and demographics in Episcopal Church bishops

PurposeThe purpose of this research study was to explore the relationship between adaptive performance and work-related indicators of psychological well-being among ‘The Episcopal Church bishops.’Design/methodology/approachHierarchical regression models were used in this research study to explore the relationship between adaptive performance and work-related psychological health.FindingsThere was a positive correlation between adaptive performance and work-related psychological health. Demographic factors did not correlate to adaptive performance. However, a negative correlation was observed between the years ordained as a bishop and the interpersonal adaptability dimension of adaptive performance.Research limitations/implicationsManaging work stress has been revealed as an integral part of adaptive performance and satisfaction in ministry. Interpersonal adaptability and reactivity could be understood, then, as useful vehicles for increasing the capacity of bishops to manage work stress. In this research, the authors applied the Scale for Individual Adaptive Performance and the two scales Scale of Satisfaction in Ministry and Scale of Emotional Exhaustion in Ministry .Practical implicationsThe results provided insights into the behaviors necessary for adequate development of bishops in their role. The religious landscape was becoming more challenging from a revenue generation perspective. The resultant complexity and the financial strain would necessitate the need for development of different models of ministry for long-term sustainability. This could further necessitate a different set of knowledge creation related to a set of behavioral capacities like those of adaptive performance. Such insights would assist in the promotion and development of greater work-related psychological health in bishops while deepening their ability to deal with complex and uncertain environments. Furthermore, this would increase satisfaction in ministry through improved workplace management skills.Originality/valuePresently, very few studies empirically established the developmental needs of bishops as they entered, learned and grew into their leadership roles. Such insights would allow the formation programs for new bishops to be grounded in empirical data. Furthermore, this research study examined a largely unexplored population. This would provide a basis for a larger research agenda related to adaptive performance in judicatory leaders and their work-related psychological health. Consequently, it is posited that improved psychological health would result in better workplace learning.

The Mechanism of an Individual’s Internal Process of Work Engagement, Active Learning and Adaptive Performance

This paper aims to investigate the mechanism linking an individual’s internal processes, work engagement, active learning, and adaptive performance in three of Indonesia’s digital technology-based companies. The research uses a mixed-method approach. The first study used a quantitative research method in which the data is based on a survey of 185 employees and the collected survey data is then analyzed using the Structural Equation Modeling technique. The second study used a qualitative research method where the data is gathered from 17 managers through semi-structured interviews. We found from the quantitative research that work engagement fully mediates the relationship between self-efficacy and a growth mindset toward active learning. Meanwhile, a partial mediating effect of active learning between work engagement and adaptive performance was also discovered. Based on our literature study, previous research has shown inconsistent findings on the relationship between growth mindset and work engagement. Our findings contribute to the existing literature by clarifying the direct relationship between growth mindset and work engagement. Meanwhile, the qualitative findings emphasized that there are two mechanisms underlies individual adaptive performance (i.e., work engagement and active learning). Additionally, the active learning process promotes continuous new knowledge accumulation to produce new innovation inside an organization.

The Antecedents and Consequences of Individual Adaptive Performance: A Systematic Literature Study

The emergence of industry 4.0 and the dynamic changes in the market have urged organizations to be more agile. An organization demands that its employees have a high adaptive performance to be agile. Existing research on individual adaptive performance, however, emerges from various contexts, including the context of an employee’s develop-ment process and organizational capabilities. Thus, a systematic literature study to identify the topics addressed in the existing studies and the research gap as the foundation for future research direction is scarce and needed. This study analyzes fifty-nine highly relevant papers based on the topics and research approaches/methods. From the analysis, it is found that learning and training strategies are the topics that are less investigated; therefore, such issues are suggested to be conducted in future studies to fill the knowledge gap.Moreover, it is also proposed in this paper a conceptual model that is built based on learning and training strategies. The model can be used to enhance our understanding of the mechanism of individual adaptive performance. Regarding the research approach, it is found in this study that much of the existing research employed a quantitative research approach. Therefore, it is suggested that future research use other research approaches, including a mixed-method approach. Such an ap-proach is argued powerfully in delivering the result of a study that is both thorough and broad in addressing the top-ic of the mechanism of individual adaptive performance.

Adaptability in the workplace: Investigating the adaptive performance job requirements for a project manager

Understanding job requirements for adaptive performance is increasingly important in light of the pace of change that typifies many workplaces today. The purpose of this research is to investigate job requirements for adaptive performance in a sample set of project managers. The eight-dimension taxonomy of adaptive performance developed by Pulakos, Arad, Donovan and Plamondon (2000) is used to test what, if any of the dimensions of adaptive performance are required for a project manager. 177 respondent project managers from 16 different countries across the world indicated a high frequency of experience in adaptive performance. Exploratory factor analysis indicated that the dimension of dealing with uncertain and unpredictable situations as a job requirement for a project manager to demonstrate adaptive performance. Findings also found justifications for combining handling emergencies or crisis situations and handling work stress as one dimension, and the inclusion of an additional dimension for demonstrating leadership performance. The research contributes by providing insights into individual adaptive performance requirements of project managers who operate in increasingly complex and dynamic work conditions.

Vineland-3 Structural Validity and Interpretability of Domain Scores: Implications for Practitioners Assessing Adolescents With Developmental Conditions.

The Vineland-3 purports to measure three dimensions of adaptive behavior, but empirical evidence pertaining to its structural validity is lacking. In this study, factor analyses were conducted on the standardization sample data for the comprehensive forms within the 11- to 20-year-old age range. Results did not support the three domain structure of the test and indicated domain scores did not add additional information about an individual's adaptive performance that was not already accounted for by the Adaptive Behavior Composite (ABC) score alone. Practitioners assessing adolescents with developmental conditions should consider using the ABC score within a multimethod assessment protocol for the various purposes of adaptive behavior assessment including the identification of intellectual disability.

The Effect of Coaching Leadership on Individual Adaptive Performance : Moderating Effect of Behavioral Integrity

The Effect of Coaching Leadership on Individual Adaptive Performance : Moderating Effect of Behavioral Integrity

Individual adaptive performance in computer-mediated work: a migration perspective

PurposeIn dynamic environments, employees should respond to changing demands carrying out actions to achieve proper knowledge of the information systems (IS) that they use (individual adaptation). However, few studies have investigated the determinants of this behaviour. This study proposes and empirically evaluates a cognitive-attitudinal model grounded in migration theory, which considers push, pull and mooring factors.Design/methodology/approachData collected from ERP users were analysed using partial least squares.FindingsCoherent with migration theory, the results show that the individual adapts influenced by push factors (dissatisfaction with their current command of the IS), pull factors (expected benefits from improving their command) and mooring factors (attitude to the adaptation process). Also, inertia and cost of adaption impact on attitude.Research limitations/implicationsThis study introduces migration theory to the IS literature as a basis for comprehensively explaining adaptation in organisational settings.Practical implicationsThe results suggest that management should: exhibit the instrumental benefits of a solid command of the IS; show the current gap in employee knowledge to revert it and, introduce changes to move employees out of their comfort zone to encourage ongoing learning and reduce resistance.Originality/valueWhile previous studies have focused on the implementation stage and the emotional factors to explain adaptation, this study intends to bridge this gap by investigating cognitive-attitudinal factors that trigger the intention to adapt in the post-adoption stage. The findings of this study are useful to researchers in adaptation behaviour, and to managers to promote IS learning for their staff.

Analyzing The Relationships Between Supportive Organizational Climate, Job Involvement And Individual Adaptive Performance

Bu makalede, karşılıklılık normu, psikolojik sözleşme kuramı ve örgütsel destek kuramı temelinde, destekleyici örgüt iklimi, işe bağlılık ve bireysel uyum performansı arasındaki ilişkiler incelenmektedir. Araştırmanın amacı, örgütlerin çalışanlarının esenliğini düşünmesi, onların daha iyi şartlarda çalışmasını sağlaması, sorunları ile ilgilenmesi, istek ve ihtiyaçlarını önemsemesi ve başarılarını ödüllendirmesi gibi destekleyici olması halinde onların işe bağlılıklarının ve bireysel uyum performanslarının nasıl etkilendiğinin ortaya koyulmasıdır. Bu amaca ulaşmak maksadıyla, Ankara’da ağır ticari araçlar sektöründe faaliyet gösteren öncü iki şirketin, 246 çalışanından veri toplanmıştır. Elde edilen sonuçlara göre, destekleyici örgüt iklimi, çalışanların işe bağlılıkları ve bireysel uyum performansı ile aynı yönlü ve anlamlı ilişkiye sahiptir. Destekleyici örgüt ikliminin varlığında, çalışanların işlerini sahiplenmesi ve değişen iş koşullarına ayak uydurabilmek için kendilerini geliştirerek uyum göstermeleri söz konusu olmaktadır.

Employee adaptive performance and job satisfaction during organizational crisis: the role of self-leadership

ABSTRACTThis study tests the hypothesis that self-leadership is positively related with employee adaptive performance and job satisfaction in rapid change and unpredictable work environments. This assumption was tested through a quasi-experimental study regarding the implementation of a self-leadership training programme in the Private Banking department of an international bank. Change in private bankers’ self-leadership, adaptive performance and job satisfaction was measured three times, over a period of 8 months. During the fourth month of the training programme implementation, the bank underwent an unexpected bailout. Fifty-two private bankers were randomly assigned to an experimental group (n = 28) and to a control group (n = 24). The results showed an increase in self-leadership, adaptive performance and job satisfaction for the experimental group, while job satisfaction decreased for participants in the control group. Our findings suggest that change in the level of self-leadership is positively related with change in the level of adaptive performance and job satisfaction over time. This study presents new evidence that individual adaptive performance and job satisfaction can be enhanced through self-leadership training. Self-leadership training can be used as a valuable tool to help organizations improve employees’ adaptive performance and job satisfaction, especially during organizational crisis.

Climate for Innovation impacts on Adaptive Performance. Conceptualization, Measurement, and Validation

The main objective of this paper was to examine the relationship between organizational climate for innovation and adaptive performance. The study was carried out in business organisations in Poland (N=387), representing variety of industries. The Cimate for Innovation measure and Individual Adaptive Performance measure was adopted from previous studies. The results of presented research point out that certain measurements of the organizational climate for innovation are interrelated to adaptive performance, especially supervisory encouragement. The present study discusses some aspects concerning the adaptation of existing instruments and measurements. On the basis of the research presented we indicate that, in general, the adaptation, of the mesearuments were relatively effective. The questionnaire was assessed as to be valid in terms of content for the reseraching CI and AP aspects in Poland.

The effects of humor behavior on adaptive performance and contribution to team members’ adaptive performance

The purpose of this study was to examine the effectiveness of humor behavior on adaptive performance and contribution to team members‘ adaptive performance. This study also investigated the mediating role of burnout on the relationships between humor behavior and individual adaptive performance & contribution to team members’ adaptive performance based on the theory of psychological resources. The study conducted a survey research to 152 employees in various organizations who work with their team members. Because this study measured adaptive performance and contribution to team members’ adaptive performance using peer-report method, 118 data collected from the sample were appropriate for analysis. The results of this study showed that affiliative humor behavior was negatively related to burnout while aggressive humor behavior was positively related to burnout. Burnout was negatively related to adaptive performance and contribution to team members’ adaptive performance. In addition, the effects of humor behavior on adaptive performance and contribution to team members’ adaptive performance were fully mediated by the burnout. Finally, the implications and the limitations of this study were discussed, suggesting the directions for future research.

The Effects of Humor Behavior on Adaptive Performance and Contribution to Team Members’ Adaptive Performance: The Mediating Effects of Burnout

The purpose of this study was to examine the effectiveness of humor behavior on adaptive performance and contribution to team members‘ adaptive performance. This study also investigated the mediating role of burnout on the relationships between humor behavior and individual adaptive performance & contribution to team members’ adaptive performance based on the theory of psychological resources. The study conducted a survey research to 152 employees in various organizations who work with their team members. Because this study measured adaptive performance and contribution to team members’ adaptive performance using peer-report method, 118 data collected from the sample were appropriate for analysis. The results of this study showed that affiliative humor behavior was negatively related to burnout while aggressive humor behavior was positively related to burnout. Burnout was negatively related to adaptive performance and contribution to team members’ adaptive performance. In addition, the effects of humor behavior on adaptive performance and contribution to team members’ adaptive performance were fully mediated by the burnout. Finally, the implications and the limitations of this study were discussed, suggesting the directions for future research.

Behavioural strategy: Adaptability context

The paper is embedded in the following fields: strategic management in terms of behavioural strategy concept, adaptability construct, and micro-foundations realm as well as organizational theory and psychology. Moreover, the paper concerns to some extent a multi-level approach in strategic management involving individual, team, and organizational level. The aim of the paper is to contribute to extend, on one hand, the ascertainment set in the field of behavioural strategy as behavioural strategy encompasses a mindboggling diversity of topics and methods and its conceptual unity has been hard to achieve (Powell, Lovallo, Fox 2011, p. 1371), and on the other hand, to order mixed approaches to adaptability especially to gain insights on micro-level adapting processes (individual adaptability and adaptive performance) in terms of the multi-level approach. The method that has been used is literature studies and the interference is mostly deductive. The structure of the manuscript is four-fold. The first part involves the considerations in the field of adaptability and adaptive performance at the individual level. The issues of adaptability and adaptive performance at the team level have been presented in the second part. The third part encompasses the organizational adaptability assertions. Finally, the conclusion, limitations of the considerations highlighted as well as the future research directions have been emphasized. The overarching key finding is that the behavioural strategy concept may constitute the boundary spanner in exploring and explaining adaptability phenomenon at different levels of analysis.

Measuring adaptive performance in individuals and teams

Purpose– While scales were developed to measure individual adaptive performance (IAP), fewer contributions have been done to assess the construct at the team level of analysis. This issue is addressed through two related studies: Study 1 builds on Pulakoset al.(2000) to develop a measure of IAP. Study 2 follows from the results in Study 1 and tests a measure of team adaptive performance (Chan, 1998).Design/methodology/approach– Scale development was done adopting a single level (Study 1) and multi-level (Study 2) structural equations modeling approach.Findings– Results suggest that both measures of individual and team adaptive performance are reliable and show evidence supporting the adequacy of adopting referent-shift methodologies to the measurement and aggregation of team members’ rating of team adaptive performance.Originality/value– The study offers a reliable, parsimonious and easy to apply measure of individual and team adaptive performance in organizational work environments.

The Effects of Organizational Structures and Learning Organization on Job Embeddedness and Individual Adaptive Performance

Abstract This study aims to investigate the effects of organizational structures and learning organization on job embeddedness and individual adaptive performance. In literature, studies suggest that learning organization and organizational structures bring about some desirable outputs for both individuals and organizations. Accordingly, within the scope of the study, job embeddedness and individual adaptive performance are considered as important consequences which have been thought to be affected by the organizational conditions. In this context, the data which were collected from 216 employees of hotel establishments by the survey method were analyzed using the structural equation modelling technique. The results of the study indicate that organic organization structure has been found to have no direct effect on job embeddedness and individual adaptive performance. In addition to this, mechanistic organization structure affects job embeddedness positively, while it has no direct effect on individual adaptive performance. However, learning organization affects both job embeddedness and individual adaptive performance positively and learning organization has a fully mediator role in the relationships between organic organization structure and job embeddedness. It also has a fully mediator role in the relationships between organic organization structure and individual adaptive performance. Moreover, learning organization has a fully mediator role between mechanistic organization structure and individual adaptive performance.

Individual adaptive performance in organizations: A review

Modern work is frequently characterized by jobs where adaptive performance (AP) is crucial for employees to succeed in light of new or altered task demands. This recognition has fueled growing interest in AP as a dimension of workplace performance. To this point, however, research on AP has evolved from disparate perspectives and methods, resulting in fragmentation and a less than coherent knowledge base. This paper presents a comprehensive review of research studies regarding the nomological network of individual AP. In doing so, we synthesize the current knowledge base surrounding correlates of AP, elucidate current ambiguities, and suggest directions for future research efforts. We conclude that although the extant AP literature has amassed a critical body of studies linking various predictors to successful AP outcomes, much remains unknown, most critically regarding the implications of different methods of assessing AP, the effects of different types of changes in the task environment, the process of AP, and the steps organizations can take to foster AP among their employees. We hope that our synthesis and analysis paves the way for efforts to address these important questions. Copyright © 2014 John Wiley & Sons, Ltd.

A Multilevel Model of Transformational Leadership and Adaptive Performance and the Moderating Role of Climate for Innovation

Using a multilevel framework, we hypothesized that (a) individual perceptions of transformational leadership and (b) team-level transformational leadership climate would be positively related to individual adaptive performance. We also hypothesized that a stronger climate for innovation would enhance the association between transformational leadership and adaptive performance at the individual level. Hierarchical linear modeling conducted on data collected from 120 employees belonging to 35 teams and their managers in an organization operating in the aerospace industry confirmed our predictions. The significance and relevance of these findings for future research on transformational leadership and adaptive performance are discussed.

Multilevel Investigation of Adaptive Performance

This study investigates adaptability as a performance criterion in organizations. A multilevel approach was used to test predictors of individual-level adaptive performance (AP) and to examine how individual AP contributes to team AP. A multilevel survey found evidence for a multilevel composition pattern whereby AP varies within and between groups. At the individual level, continuous learning activities predicted individual AP. In addition, a cross-level effect was found such that team learning climate had an independent effect on individual AP. However, a hypothesized cross-level moderation effect of team learning climate on the relationship between continuous learning and individual AP was found nonsignificant. At the group level, team learning climate displayed a significant, positive relationship with team AP. A major contribution of this study is a new conceptualization of AP within a framework of multilevel theory. Practical implications to help align human resource management with higher level organizational factors are also discussed.

A Multilevel Examination of the Relationships Among Training Outcomes, Mediating Regulatory Processes, and Adaptive Performance.

This study examined whether cognitive, affective-motivational, and behavioral training outcomes relate to posttraining regulatory processes and adaptive performance similarly at the individual and team levels of analysis. Longitudinal data were collected from 156 individuals composing 78 teams who were trained on and then performed a simulated flight task. Results showed that posttraining regulation processes related similarly to adaptive performance across levels. Also, regulation processes fully mediated the influences of self- and collective efficacy beliefs on individual and team adaptive performance. Finally, knowledge and skill more strongly and directly related to adaptive performance at the individual than the team level of analysis. Implications to theory and practice, limitations, and future directions are discussed.