جستجوی مقالات مرتبط با کلیدواژه « team efficacy » در نشریات گروه « علوم انسانی »

peer leaderships on team identification and efficacy of handball players of Iran universities and higher education institutions. The population of this study consisted all players of teams who participated in the national handball tournament of universities and higher education institutions boy students (140 persons), that among them 107 persons selected by available sampling method. After determining validity and reliability, in order to data gathering use of leadership in sport (Chelladurai and Saleh, 1980), team identification (Fransen et al, 2015) and team efficacy (Feltz and Lirgg, 1998) questionnaires. Findings indicated that positive feedback style of peer leaders has a direct and significant effect on team efficacy of players and training style of them has a negative and significant effect on the team identification. Also, the team identification has a positive and significant on the team efficacy. Finally, peer leaders’ training style showed an indirect, significant and negative effect (mediated by team identification) on the team efficacy. According to the findings, suggested to the team's officials identify peer leaders within their teams and aware them of their behavior effective role in creating of team identification and efficacy among team members.

The aim of this study was to examine the relationship of coaches’ servant leadership style with team efficacy and male athlete satisfaction in Iran handball super league. The research method was descriptive-correlation conducted by standard questionnaires of Servant Leadership, Team Efficacy and Athlete Satisfaction. The population of this study consisted of male players of 12 handball super league teams (N=216) in 2011. 105 questionnaires were collected randomly and analyzed using Pearson correlation coefficient, Structural Equation Modeling and path analysis. Findings indicated that servant leadership had a positive and significant relationship with team efficacy and athlete satisfaction but team efficacy did not show any significant relationship with athlete satisfaction. Also, among three subscales of leadership, only 'trust' subscale had a direct and significant effect on satisfaction and 'service' and 'humility' subscales had a direct and significant effect on team efficacy. All fit indexes of the two models showed a good fit of the data.

In the literature, many studies examine different aspects of learning behavior. However in few of these studies, the effects of psychological safety and team efficacy are considered. The purpose of this study, is to analyze the impacts of psychological safety beliefs and team efficacy (as the independent variable) on team performance (as dependent variable), while learning behaviors is considered as moderator variable based on Edmondson model of team learning. The Proposed model was tested on a sample of 108 people police stations in Hamedan. The results showed that psychological safety and team efficacy, significant impacts on learning behavior. But the most important point is that the direct impact of team efficacy on performance was more than indirect impact of team efficacy on performance through the moderator role of the learning behavior

The aim of this study was to investigate the relationship between coaches’ behavior and team dynamics and perceived success of collegiate basketball teams. The population of this study consisted of all players of 28 basketball teams (boys and girls) (N=336) that participated in the 11th Sport Olympiad. 208 athletes completed and returned the questionnaires. These questionnaireswere analyzed as the study sample. To collect data, the multifactor leadership, group environment, team efficacy and perceived team success (PTS) standard questionnaires were used. Findings indicated that transformational leadership had a positive and significant effect on team efficacy and cohesion while transactional leadership had just a positive and significant effect on team cohesion. Laissez-fair leadership had a significant effect on all three endogenous factors (team efficacy, team cohesion and PTS). Also, the section of total effect indicated that the highest effect on perceived success was related to transformational, laissez-fair and transactional styles respectively. R-square of endogenous variables indicated that 40% of PTS variance was explained by laissez-fair leadership style, 37% of cohesion variance by the three leadership styles and 32% of team efficacy variance by laissez-fair and transformational leadership styles in the athletes. Also, all the indexes of fit showed a good fit for the model.