Team Climate Inventory Research Articles

Team climate, job satsfaction and burnout: results from a national survey of staff in general practice in England.

Measures are needed to address recruitment and retention problems in general practice. A good team climate (relational processes of team working) can mitigate the effects of pressured work environments, but little is known about it in British general practice. To assess team climate, explore practice characteristics and workforce combinations associated with favourable team climates, and analyse associations between practice team climate and job satisfaction, intention to remain in post, burnout and measures of practice performance. An online questionnaire distributed to practices (for all their staff) via Clinical Research Networks, mid 2022, comprising validated measures: 14 item Team Climate Inventory (TCI) and single items on job satisfaction and emotional exhaustion/burnout; a question on intention to remain in post; participant role, age group, gender. Anonymous completion; submission through the Oxford RCGP RSC. Responses received from 4.8% of national staff headcount, n = 9835, (21.6% GP, 22.9% nurse/direct patient care, 55.5% non-clinical). Mean TCI score, 3.73 (scale 1-5 best); 78.3% were satisfied in their jobs; 26.1% reported high burnout. GPs perceived significantly better team climate, and reported lower job satisfaction, higher burnout (especially male GPs) and lower intention to quit than other groups. After adjusting for practice and workforce characteristics, team climate was better in smaller practices and associated with more job satisfaction, less burnout, increased intention to remain and improved patient-reported experiences; climate was unrelated to QOF performance. Team climate could be used to improve morale and patient experience. Micro teams might be beneficial in larger practices.

How transformational leadership promotes employee creativity within the context of environmental dynamism: a multilevel perspective

PurposeThis study aims to explore how transformational leadership influences employees' creativity by considering the role of the environment and psychology. The study aims to provide insights into the impact of transformational leadership on team innovation climate, team reflexivity, psychological capital and employee creativity while also examining the moderating effect of environmental dynamism on these relationships.Design/methodology/approachThis study employed a multi-source, multi-wave approach, utilizing data from 618 participants in 118 teams. It constructed a multilevel structural equation model and estimated the confidence intervals of the mediated and moderated effects using the Markov chain Monte Carlo method.FindingsThe results of the multilevel analyses indicated that transformational leadership positively influenced the team innovation climate, team reflexivity, psychological capital and employee creativity. Moreover, the study found that environmental dynamism positively moderates the relationships among transformational leadership, team reflexivity, psychological capital and employee creativity.Originality/valueDrawing on social cognitive theory and the motivated information processing in groups model, this study offers new insights into the interplay between transformational leadership and creativity. It examines the moderating role of cross-level process linkages and environmental dynamism, thereby validating and extending relevant theories.

Team climate and patients’ perception of primary healthcare attributes in Brazil: a cross-sectional study

ABSTRACT Team climate and attributes of primary healthcare (PHC) are key elements for collaborative practice. Few researchers have explored the relationship between team climate and patients’ perceptions of PHC. This study aimed to assess the association between team climate and patients’ perceptions of primary healthcare attributes. A quantitative approach was adopted. In Stage 1, Team climate was assessed using Team Climate Inventory in 118 Family Health Strategy (FHS) teams at a PHC setting. In Stage 2, Patients’ perceptions of PHC attributes were assessed using the Primary Care Assessment Tool (PCATool) in a sample of 844 patients enrolled in teams studied in Stage 1. Cluster analysis was used to identify team climate groups. The analysis used multilevel linear regression models. Patients assigned to teams with the highest team climate scores had the highest PHC attributes scores. Patients who reported affiliation at the team level had the highest PCATool scores overall. They also scored higher on the attributes of comprehensiveness and coordinated care compared to patients with affiliation to the health unit. In conclusion, patients under the care of FHS teams exhibiting a more favorable team climate had more positive patient perceptions of PHC attributes.

PURCHASING TEAM INNOVATION CLIMATES AS ANTECEDENTS OF PURCHASING INVOLVEMENT IN OPEN INNOVATION

This study aims to enhance our understanding of the relationship between team innovation climate within the purchasing team and the level of purchasing involvement in open innovation (OI) initiatives. Previous research in psychology and management has documented the impact of team climate on innovation capacity. Furthermore, the purchasing function has been recognised as a bridge between internal and external resources in OI. However, to date, research has not examined the link between the team innovation climate and the role of the purchasing function in OI initiatives. To address this gap, we studied a sample of 258 purchasing teams across industries in France based on a self-audit and questionnaire using established team innovation climate scales. From our analyses, four dimensions of the purchasing team climate towards innovation emerge: the team cohesiveness, the team creativity, the leader support for innovation and the institutional support for innovation. We subsequently conduct regression and necessary condition analysis. Our results show that institutional support is both necessary and positively related to involvement. Moreover, purchasing’s ability to contribute to inbound OI is constrained by each of the four dimensions of the team innovation climate, to various extents. Our work thereby elucidates the individual elements and the collective impact of the team innovation climate that enable the exploitation of the innovative potential of suppliers through purchasing’s bridge function between external and internal innovation actors providing new insights into the human side of OI at team level. Managerial Highlights • Team innovation climate plays an important role in the management of open innovation. • Team innovation climate influences the purchasing team’s involvement in open innovation projects of its firm i.e. the way its open innovation is managed. • There are four dimensions affecting the purchasing team innovation climate: institutional support, team leader support, team creativity and team cohesiveness. • High levels of involvement of the purchasing function do not occur without at least medium levels of these four dimensions. • Only institutional support is directly and positively related to the increasing level of involvement of purchasing in open innovation initiatives.

Dimensionalized goal orientation, innovation climate, and knowledge sharing behavior in higher education research teams

Knowledge sharing behavior (KSB) in the work process is governed by achievement goals and organizational environments. It is of great value to focus on whether achievement goal orientation can effectively predict the employees knowledge sharing in the context of team innovation climate. On the basis of the data from 29 scientific research teams in China's higher education, a multi-layer linear model is constructed to investigate the cross-level relationship. The study finds that learning goal orientation (LGO) and performance proof orientation (PPO) contribute to knowledge sharing, performance avoidance orientation (PAO) tends to be knowledge hiding, and their political skills (PS) consolidate the connections. Team innovation climate not only promotes knowledge sharing behavior, but also activates the traits related to individuals' shared behavior in performance proof orientation, which has enhanced the relationship between achievement goal orientation and knowledge sharing, but has no effect on learning goal orientation and performance avoidance orientation.

The impact of servant leadership on team innovative performance: Mediating role of employee innovative behavior

This study is aimed at exploring the impacts of servant leadership on team innovation performance, examining the role of employee innovative behavior as a mediator and team innovation atmosphere as a moderator. By conducting a questionnaire survey involving 647 employees from the hotel industry and utilizing structural equation modelling for data analysis. Additionally, the study shows that servant leadership significantly improves employees' innovative behavior, which in turn acts as a mediator between servant leadership and team innovation performance. The team innovation climate was identified as a positive moderator reinforcing the link between service-oriented leadership and employee innovation behavior, as well as employee innovation behavior and team innovation performance. This study provides an incisive view of the beneficial impact of service-oriented leadership on team innovation performance, emphasizing the mediating and moderating role played by employee innovation behaviour and team innovation atmosphere. Based on hotel management, the pursuit of timely and effective responses within an intensely competitive market environment is critical to safeguarding the hotel's competitive standing. To address this challenge, the study offers the following recommendations: the foremost emphasis should be on bolstering employees' innovation capabilities. Second, hotel managers are advised to meticulously select, train, and cultivate leaders with a strong service orientation. Thirdly, enterprise leaders should continually elevate their personal knowledge to provide superior guidance to subordinates.

Feasibility testing of an interprofessional education intervention to support collaborative practice in home care for older stroke survivors with multiple chronic conditions

ABSTRACT This mixed-methods study examined the feasibility of implementing a new six-month, theory-based, interprofessional education intervention, and explored its effects and impact on collaborative practice among home care providers caring for older adult stroke survivors (≥65) with multiple chronic conditions. The evaluation utilized a qualitative descriptive and one group repeated measures design which included participant questionnaires, focus groups and field notes. Participants included 37 home care providers (registered nurses, physiotherapists, occupational therapists, personal support workers, care coordinators, and their supervisors) in Ontario, Canada. The intervention was feasible and acceptable to home care providers. Perceived benefits included improved communication and collaboration within teams, enhanced role understanding, increased learning with and from each other, and increased appreciation of all team members’ expertise. From 3 to 6 months post initial IPE training, there was a statistically significant improvement in three domains of collaborative practice as measured by the Collaborative Practice Assessment Tool (communication/information exchange; community linkage and coordination of care; decision-making and conflict management) and one domain of collaborative practice, as measured by the 19-item Team Climate Inventory (task orientation). Implications for implementing interprofessional education in home care practice settings are described. Further testing in other populations and settings is warranted.

Innovation Climate Profiles

Abstract: While person-centered analyses can provide information on important configural effects in the context of multi-dimensional constructs, we have found little research taking this approach with innovation climate. Specifically, we found no research applying this approach to results from the Team Climate Inventory, the most frequently used questionnaire on innovation climate. Therefore, we explore the presence of latent profiles in responses to the Team Climate Inventory and extend this exploration to associations between the profiles and self-reported innovative behaviors. Latent profile analyses conducted on two samples of 435 and 461 participants indicated the presence of three innovation climate profiles respectively indicating low, medium, and high scores on innovation climate dimensions. Innovative behaviors covaried with profiles accordingly. The multi-group analysis supported the similarity between latent profile solutions across samples. We discuss the apparent lack of potential for configural effects and invite researchers who could be interested in interactive effects between climate dimensions to verify whether the configurations implied by their interactions are actually present in the data.

Organization and Management of Intensive Care Unit, correlation of team climate with job satisfaction of the nurses in the ICU

Introduction: The correlation between team climate and job satisfaction has been studied by researchers worldwide, but only a handful of them have dealt with the reality of Intensive Care Units (ICU). Team climate can contribute to nurses’ job satisfaction, thus increasing their efficiency and effectiveness. Especially during a pandemic, such as Covid-19, the investigation of team climate and job satisfaction is of great importance.Purpose: The purpose of this study was to investigate the correlation between team climate and job satisfaction of nurses in ICU and among the fear of Covid-19.Methodology: This is a contemporary study. The sample of the study is consisted of nurses and nurses’ assistants of a Greek public hospital ICU and special units. The Anderson & West Team Climate Inventory (TCI), the Paul E. Spector Job Satisfaction and the Fear of COVID-19 Scale were used for data collection. The statistical analysis of the data was done with the statistical program SPSS for Windows (version 21).Results: Out of the 212 nurses, 170 responded to the questionnaire (response rate 80.2%). The team climate was generally described as moderate. Especially, the dimensions of communication-innovation, team goals and the way they work assessed as moderate. Job satisfaction was described as moderate. Relationships with the manager, the nature of the work and communication, characteristics of job satisfaction, were evaluated with a high score, while payment, benefits and promotion were evaluated with low score. The fear of Covid-19 scale had low score, indicating that the feeling of fear was at low levels.Conclusions: The team climate and job satisfaction of ICUs nurses of the hospital was characterized as moderate, while the fear levels due to Covid-19 were low. Furthermore, the team climate was positively correlated with job satisfaction. In contrast, neither team climate nor job satisfaction were associated with fear of Covid-19.

The effect of multi-level dialectical emotion on creativity

Dialectical emotion refers to a psychological state in which positive emotion and negative emotion coexist. From the perspective of individuals and teams, this research explored the influence mechanism of individual and team dialectical emotion on individual creativity and tested the mediating role of team innovation climate. The study collected 157 sets of valid questionnaires and tested the hypotheses using a cross-level structural equation model. The results showed that individual dialectical emotion had a positive impact on individual creativity, team dialectical emotion had a negative impact on individual creativity, and team innovation climate mediated the relationship between team dialectical emotion and individual creativity. This research considers the coexistence of positive emotion and negative emotion, which provides a new perspective on the relationship between emotion and creativity. These findings advanced theories related to emotion and creativity by explaining how individual and team dialectical emotions influence individual creativity.

Primary care practice characteristics associated with team functioning in primary care settings in Canada: A practice-based cross-sectional survey

ABSTRACT Team-based care is recognized as a foundational building block of high-performing primary care. The purpose of this study was to identify primary care practice characteristics associated with team functioning and examine whether there is relationship between team composition or size and team functioning. We sought to answer the following research questions: (1) are primary care practice characteristics associated with team functioning; and (2) does team composition or size influence team functioning. This cross-sectional correlational study was conducted in Fraser East, British Columbia, Eastern Ontario Health Unit, Ontario and Central Zone, Nova Scotia in Canada. Data were collected from primary care practices using an organization survey and the Team Climate Inventory (TCI) as a measure team functioning. The independent variables of interest were: physicians’ payment model, internal clinic meetings to discuss clinical issues, care coordination through informal and ad hoc exchange, care coordination through electronic medical records and sharing clinic mission, values and objectives among health professionals. Potentially confounding variables were as follows: team size, composition, and practice panel size. A total of 63 practices were included in these analyses. The overall mean score of team climate was 73 (SD: 10.75) out of 100. Regression analyses showed that care coordination through human interaction and sharing the practice’s mission, values, and objectives among health professionals were positively associated with higher functioning teams. Care coordination through electronic medical records and larger team size were negatively associated with team climate. This study provides baseline data on what practice characteristics are associated with highly functioning teams in Canada.

Team personality composition and team innovation implementation: The mediating role of team climate for innovation

AbstractThe purpose of this study is first to explore the direct effects of team personality on team innovation implementation using different operationalizations for team‐level conscientiousness and emotional stability. Second, although past research offers guidance for the role of team personality in shaping team climate, only a few empirical studies have demonstrated this link. Thus, we examine how the operationalizations of the two personality characteristics at team level predict team innovation implementation via team climate for innovation. We test our model using a sample of 192 employees nested within 49 teams from different medium to large Greek organizations. Our results indicate that no effects for team mean personality are observed, but a range of effects emerge for team personality diversity. More specifically, team emotional stability diversity has a significant negative relation to team innovation implementation, whereas team conscientiousness diversity has not a direct effect on the performance criterion. However, team conscientiousness diversity is significantly related to team innovation implementation via its negative effect on team climate for innovation. Theoretical and practical implications for building innovative teams are discussed, and suggestions for future research are provided.

Effect of implementing an anesthesia nurse checklist in a safety and teamwork climate: quasi-experimental study.

To evaluate the effect of implementing a Patient safety checklist: nursing in anesthetic procedure on the perception of safety climate and team climate of nurses and anesthesiologists from an operating room. Quasi-experimental study held in the operating room of a hospital in Brazil with a sample of nurses and anesthesiologists. The outcome was evaluated through the instruments "Safety Attitudes Questionnaire/Operating Room Version" and "Team Climate Inventory", applied before and after the implementation of a Patient safety checklist: nursing in anesthetic procedure by nurses. The mixed effects linear regression model was used to analyse the effect of the implementation. Altogether, 19 (30.2%) nurses and 44 (69.8%) anesthesiologists participated in the study, implementing the Patient safety checklist: nursing in anesthetic procedure in 282 anesthesias. The Safety Attitudes Questionnaire/Operating Room Version score changed from 62.5 to 69.2, with modification among anesthesiologists in the domain "Perception of management" (p = 0.02). Between both professionals, the Team Climate Inventory score increased after the intervention (p = 0.01). The implementation of the Patient safety checklist: nursing in anesthetic procedure changed the perception score of safety and teamwork climate, improving communication and collaborative work.

Team climate and job satisfaction in a Mobile Emergency Care Service.

to identify the team climate and job satisfaction in a Mobile Emergency Care Service (SAMU). this is a quantitative, exploratory-descriptive study. The sample corresponded to 95 workers, allocated in 40 teams of a SAMU in the Metropolitan Region of the city of São Paulo. We applied three instruments: sociodemographic/labor characterization; Team Climate Inventory; and Job Satisfaction Scale-S20/23, validated for Brazil. Descriptive statistics were used for data analysis. the total score of team climate was high both among workers (194.5 points; SD = 21) and among teams (197.7 points; SD = 18.4). Satisfaction had a mean total score of 4.5 (SD = 0.4), for workers, and 4.6 points (SD = 0.6), for teams. As for the climate, "Team participation" and "Support for new ideas" obtained agreement percentages >70% in all propositions. Regarding job satisfaction, there was a percentage of concordance >80% in the three dimensions. the findings show a positive perception of workers about team climate and job satisfaction, supporting SAMU management in promoting a favorable environment for professional practice.

Interprofessional education in obstetrics: Impact on team climate and student clinical involvement

The Obstetrical team provides an opportunity for interprofessional education in the clinical environment. Evaluate the impact of Interprofessional Learning in Obstetrics on student assessment of team climate and on student clinical involvement. This retrospective cohort study of medical students on the Obstetrics and Gynecology clerkship evaluated the impact of shadowing Labor and Delivery nurses to become familiar with the nurse's role. Students participated in the work of the obstetrical team from the nursing perspective. Impact of this experience on the team environment was assessed using the Team Climate Inventory. Student clinical involvement was measured by comparing the number of students who played a hands-on role in vaginal deliveries. Statistically significant improvements were seen on each of the Team Climate Inventory subscales and in student involvement in vaginal deliveries. Interprofessional learning in Obstetrics was associated with improvements in team climate and student clinical involvement.

Measuring workplace innovation: Scale development

ABSTRACT The innovation field suffers from the absence of a validated workplace innovation scale. The development of such a scale is essential for managers to self-assess workplace innovation performance in their organizations. This study reports on the development of a workplace innovation scale. Survey responses gathered from 181 Japanese small and medium-sized enterprises (SMEs) were analyzed using a partial least squares (PLS) structural equations modeling (SEM) approach. Supporting the multidimensionality of workplace innovation, 24 items were found that constituted a second-order workplace innovation construct that reflected four dimensions of workplace innovation: individual innovation, team innovation, organizational innovation, and innovation climate.

Exploring the Team Climate of Health and Social Care Professionals Implementing Integrated Care for Older People in Europe.

Background and problem statement:Team climate describes shared perceptions of organisational policies, practices and procedures. A positive team climate has been linked to better interprofessional collaboration and quality of care. Most studies examine team climate within health or social care organisations. This study uniquely explores the team climate of integrated health and social care teams implementing integrated care initiatives for older people in thirteen sites across seven European countries, and examines the factors which contribute to the development of team climate.Theory and methods:In a multiple case study design, data collected as part of the European SUSTAIN (Sustainable Tailored Integrated Care for Older People in Europe) project were analysed. The short-form Team Climate Inventory (TCI-14) was administered before and after implementation of the integrated care initiatives. Qualitative data was used to explain the changes in TCI-14 scores over time.Results and discussion:Overall, team climate was found to be high and increased over time in eight of the thirteen sites. The development of a shared vision was associated with a strong belief in the value and feasibility of the initiative, clear roles and responsibilities, and a reflective approach. Strong inter-personal relationships, shared decision-making, and high levels of commitment and motivation contributed to the development of participative safety. Support for innovation increased when staff had the ‘space’ and time to work together.Conclusion:This mixed methods study offers significant insights into the development and maintenance of team climate in complex, integrated care systems in Europe.

Long-term effects of perioperative briefing and debriefing on team climate: A mixed-method evaluation study.

IntroductionTo evaluate the long‐term (5 years) effects of perioperative briefing and debriefing on team climate. We explored the barriers and facilitators of the performance of perioperative briefing and debriefing to explain its effects on team climate and to make recommendations for further improvement of surgical safety tools.MethodsA mixed‐method evaluation study was carried out amongst surgical staff at a tertiary care university hospital with 593‐bed capacity in the Netherlands. Thirteen surgical teams were included. Team climate inventory and a standardised evaluation questionnaire were used to measure team climate (primary outcome) and experiences with perioperative briefing and debriefing (secondary outcome), respectively. Thirteen surgical team members participated in a semi‐structured interview to explore barriers and facilitators of the performance of perioperative briefing and debriefing.ResultsThe dimension “participative safety” increased significantly 5 years after the implementation of perioperative briefing and debriefing (P = .02 (95% confidence interval 1.18‐9.25)). Perioperative briefing and debriefing were considered a useful method for improving and sustaining participative safety and cooperation within surgical teams. The positive aspects of briefing were that shared agreements made at the start of the day and that briefing enabled participants to work as a team. Participants were less satisfied regarding debriefing, mostly because of the lack of a sense of urgency and a lack of a safe culture for feedback. Briefing and debriefing had less influence on efficiency.ConclusionsAlthough perioperative briefing and debriefing improve participative safety, the intervention will become more effective for maintaining team climate when teams are complete, irrelevant questions are substituted by customised ones and when there is a safer culture for feedback.

Team Climate in Primary Health Care in a region of São Paulo countryside, Brazil

Abstract Background Interprofessional teams are responsible for Primary Care at Brazilian HealthCare System. Teamwork climate is considered a key for quality of healthcare services and care perceived; it results in perceptions about a team, considering aspects that influence their relationship and effectiveness. The study aims to analyse the teamwork climate of Primary Care workers. Methods Survey cross-sectional carried out in a region of São Paulo countryside with 419 Primary Care professionals from 60 teams of public health services. We collect data through the Team Climate Inventory with 38 items and 4 factors. We analysed the data using a psychometric, factorial confirmatory analysis. This research is part of the Universal CNPq Project, process 431461/20163, and all ethical concerns were observed. Results In the sample 47 (11.2%) were nurses, 143 (34.1%) community health workers, 87 (20.7%) nursing assistants and 27 (6.4%) physicians and 115 (27,6%) other health professionals. Cronbach was >0,90 in all factors of Team Climate Inventory and the correlation was confirmed with p < 0,05. In the factor 1 - Team Participation M = 3,79, DP = 0,66; factor 2 - Support to new ideas M = 3,66, DP = 0,68; factor 3 - Team objectives M = 5,04, DP = 0,98; factor 4 - Tasks orientation M = 4,92, DP = 1,30 with p-value 0,001 to all factors. Tukey's post hoc analysis indicated that the group with less than one year in the teams (M = 5.31) had a significantly higher average when compared to groups with 6 to 10 years in the team (M = 4.91) and 11 years old or more (M = 5.04). Conclusions Results showed a good team climate in the sample, the potential to strengthen the teams and the relevance of working time together to get better results for patient health care. The magnitude of the public health impact by reporting on the team climate indicators of the 60 Brazilian teams are local and international relevance. Key messages The time of work together in a team can be a predictor of clear objectives in teamwork. The team climate recognizing can promote reinforce of the teamwork and the results to Public Health. Policy makers and managers can apply these results to build workforce management actions.

Exploring the team dynamic learning process in software process tailoring performance

PurposeSoftware process tailoring (SPT) is a knowledge- and learning-intensive activity in which a software project team customizes its software development processes to accommodate project particularities. Because SPT critically influences how a project is conducted, SPT performance should be investigated, but the extant literature lacks investigations into how team knowledge mechanisms and team environments contribute to SPT performance. To fill this gap, this study looks into a team's absorptive capacity (AC) and combines a transactive memory system (TMS) and team climate inventory (TCI) to develop a theoretical research model to facilitate the understanding of SPT performance.Design/methodology/approachThis paper is a conceptual study that uses the propositional methodology with a focused review of existing literature pertaining to SPT, AC, TMS and TCI to develop a theoretical model to foster SPT performance. Because this study is conceptually established, further empirical research and studies are also suggested.FindingsThe proposed model provides guidance for firms conducting SPT. It also contributes to future research aiming to empirically understand the mechanisms behind the identified team-based knowledge and environmental enablers in the dynamic team learning process that lead to superior SPT performance.Originality/valueThe proposed model provides a fresh look at the dynamic capabilities theory in SPT and innovatively identifies a team's dynamic learning process to show how a team can conduct effective SPT through AC and facilitated by TMS. Environmental climates characterized by vision, participative safety, task orientation and support for innovation act as positive moderators in promoting the team dynamic learning process.