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Monitoring and evaluation of programs and outcomes is common practice in educational arenas; however, it is not so frequent within professional societies and organizations. By definition, professional organizations are groups of people working together to accomplish a set of goals and objectives that serve the profession. As an organization, the American Association for Agricultural Education (AAAE) serves educators, communicators, and leaders in agriculture through research and application of its principles. A clear understanding of the climate of an organization is important. Understanding the climate of the AAAE could potentially provide AAAE leadership with an understanding of how to improve the functionality of the organization. Organizational climate is a feeling by the members; how they perceive something should be done at that moment. The research design of this nonexperimental quantitative study was descriptive and inferential in nature. The overarching construct proposed to be measured through conducting this study was organizational climate. A four-section electronic data collection instrument, Organizational Climate Inventory (OCI), was researcher-developed. An ANOVA was used to determine if differences in the OCI scales existed based on selected professional characteristics of AAAE members. Many individuals pay dues to be members of the AAAE; the return on their investment was not identified in this study. Nearly three-quarters of the membership of the AAAE is held by academic faculty in professorate ranks. Each of the five research priority areas were represented as were each of the three geographic regions. Both the regional and national meetings are relevant and important to the membership. AAAE members‘ organizational vision was the scale in with the highest mean score; whereas, standard of performance was the scale in which the lowest mean was exhibited. Mean 6σ scores were reported for each of the OCI scales and organized by professional characteristic. Dues-paying-members and non-dues-paying-members did not perceive organizational vision of the AAAE in the same way. Perceptions also differed across all of the scales by region, academic position, and frequency of attendance at regional and national AAAE meetings.

Today’s organizations struggle to remain competitive within the contemporary turbulent business environment and are therefore demanded to develop and implement new working processes. Organizations, although striving for innovation, frequently fail to fully benefit from them due to implementation failures. An often-disregarded issue is the entanglement of emotions during this phase. Thus, this thesis aims to investigate how innovation implementation is related to emotions, addressing it towards the team’s working climate and leader’s emotional intelligence. For this purpose, we employ a conceptual research approach to build an integrated conceptual model that, by proposing hypotheses and propositions, may serve as a starting point for future empirical studies. With this model, we suggest that leaders with higher levels of emotional intelligence, by the mindful management of emotions, can consciously influence the emotional contagion process and therefore affect the team climate. By establishing a climate for innovation characterized by a team vision, participative safety, task orientation and support for innovation, emotionally intelligent leaders can thus positively influence innovation implementation. The thesis does thereby contribute to an understanding of the factors that affect innovation implementation within teams.

Research has shown that self-efficacy is one of the most important personal resources in the work context. However, research on working life has mainly focused on a cognitive and task-oriented dimension of self-efficacy representing employees’ perceptions of their capacity to successfully complete work tasks. Thus, little is known about the influence that believing in one’s social and emotional competence could have. This thesis aims to expand previous theory regarding self-efficacy in the workplace by investigating social, emotional, and cognitive self-efficacy dimensions in relation to leadership, health, and well-being.   The thesis rests on four empirical studies, all related to health and well-being, and including at least one self-efficacy dimension. Study I employed questionnaire data from 169 Swedish high school students. The other three studies were based on questionnaire data obtained during a three-year international health-promoting leadership research project. These participants were employees and leaders from 229 different teams in 12 organizations in Sweden and Germany representing a wide range of occupations. Study I supported the idea that emotional self-efficacy is an important antecedent to prosocial behaviour and also highlighted the value of differentiating between different dimensions of self-efficacy. Study II validated the new work-related Occupational Social and Emotional Self-efficacy Scales; and indicated that these dimensions are positively related to well-being. However, Study III showed that emotional exhaustion in followers crossed over to leaders when the leaders’ emotional self-efficacy was high. Study IV revealed that transformational leadership and social self-efficacy can be positive for team climate. The main theoretical contribution of this thesis is to expand previous theory regarding self-efficacy in the workplace by incorporating social, emotional, and cognitive dimensions. The main practical implication is that the new Occupational Social and Emotional Self-efficacy Scales can be used to promote health and well-being in the workplace through activities such as recruitment, staff development, and team-building. This thesis suggests that (a) training managers to exert transformational leadership behaviours may simultaneously promote team climate, and this process may be mediated by social self-efficacy, (b) it may be counterproductive to enhance leaders’ emotional abilities in a team of exhausted followers, since the result can be an exhausted leader rather than an exhilarated team, (c) interventions aimed at improving health and well-being should be specific to each work setting, and (d) a more holistic approach where the mutual influence between leaders and followers is considered may be beneficial for healthier work environments.

AbstractTitle:Football coaches’ awareness and implementation of team dynamicsObjectives: This research aims to explore, based on the in-depth interviews with Czech male football coaches, how the football coaches work with team dynamics and its principles, during recruitment/transfers, training process, and specific situations, and potentially ascertain what are the obstacles for the team dynamics principles implementation.Methods:The primary method used in this research is the qualitative method of semistructured in-depth interviews. Research is focused on the population of male Czech football coaches with at least half a year of experience. The research sample consists of 7 respondents. The data are proceeded according to GDPR and anonymized. For the data interpretation, the interpretative phenomenological analysis (IPA) is used. Results:The respondents are aware of team cohesion, climate, and synergy and understand the importance of team dynamics in general. If it is possible, the coaches look at the players' psychological characteristics and consider them in relation to the rest of the team and even their potential behavior. The coaches’ behavior and interventions differ based on the situation. However, they tend not to intervene much, and they also don't use almost any analytical tools in terms of team dynamics. That can be caused by many factors such as they perceived the team dynamics as part of psychology, which according to this research, might be perceived as a tool for problem treatment, not as a preventive tool. There are also some structural barriers such as unclear club concept, unclear competency among the responsible, not enough emphasis on team dynamics during the licenses education and players’ agents pressure, as well as language barrier, which seems to prevent successful implementation of foreign players. The respondents tend to rationalize some of the problems. Keywords:cohesion, team climate, synergy, competencies, recruitment, training process, leadership styles, systematical obstacles, barriers

<p>The aim of this study was to get knowledge of the communicationprocess between the branch head and the co-worker in communal geriatric care. To narrow it down we focused on how the branch head experience the communicationprocess in conflictsituations between co-workers and what she or he usually do to resolve the conflict. We made qualitative interviews with ten of the branch heads in communal geriatric care, in four communes. The questions we had in mind throughout the study was based on four keywords (communication, leadership, conflict and conflict management) of which we created a narrative story from every interviewing person to get hold of the experience and knowledge behind their interviews. In our analysis as theoretical perspectives we used system theory, communication theory, attribution theory and the philosophy of Dialogue by Martin Buber. Our result show that the communication between both co-workers and the branch head is the most important tool for conflict management. Here lies a well functioning dialogue where the co-workers get the chance to question, be heard and mark their limit. Based on the interviews we saw that no matter how the branch head treat and lead the co-workers, conflict will rise. However, there are a few things pointed out as important to ease the effect on conflict and that is to communicate with straight and forward messages, inform the co-workers what goal the organization has and strive after a mutual relationship between everyone in the organization. The response then show a group of prosperous co-workers that accept the fact that they can have different opinions and yet work in harmony together and come to decisions that benefit the client. Most of our interviewing persons believe that leadership is about self-reflection, humbleness to oneself and others and to know the right time when to set clear boundaries.</p>

The aim of this study was to get knowledge of the communicationprocess between the branch head and the co-worker in communal geriatric care. To narrow it down we focused on how the branch head experience the communicationprocess in conflictsituations between co-workers and what she or he usually do to resolve the conflict. We made qualitative interviews with ten of the branch heads in communal geriatric care, in four communes. The questions we had in mind throughout the study was based on four keywords (communication, leadership, conflict and conflict management) of which we created a narrative story from every interviewing person to get hold of the experience and knowledge behind their interviews. In our analysis as theoretical perspectives we used system theory, communication theory, attribution theory and the philosophy of Dialogue by Martin Buber. Our result show that the communication between both co-workers and the branch head is the most important tool for conflict management. Here lies a well functioning dialogue where the co-workers get the chance to question, be heard and mark their limit. Based on the interviews we saw that no matter how the branch head treat and lead the co-workers, conflict will rise. However, there are a few things pointed out as important to ease the effect on conflict and that is to communicate with straight and forward messages, inform the co-workers what goal the organization has and strive after a mutual relationship between everyone in the organization. The response then show a group of prosperous co-workers that accept the fact that they can have different opinions and yet work in harmony together and come to decisions that benefit the client. Most of our interviewing persons believe that leadership is about self-reflection, humbleness to oneself and others and to know the right time when to set clear boundaries.

Diploma thesis strives to identify the effectiveness of sociomapping in relation to selected charakteristics of work groups and teams. Literature review section defines the theoretical background of group and teamwork, which is being followed by the topics of team states and processes, team communication, mental models, team climate and teamwork effectivity. The final part focuses on team interventions, ways of evaluating their effectiveness and introduces specific aspects of sociomapping. The empirical part uses quantitative research approach, which analyzes the relationship between the method of sociomapping and its effect on the frequency of team communication, shared mental models in the form of the difference between the optimal and current frequency of communication and team climate. The sociomapping intervention is expected to have an effect on team performance in the form of higher hotel rating and team performance assessment. Both values were measured before and after the intervention. It is expected, that the frequency of team communication, the difference between optimal and current frequency of communication and team climate will behave as mediators. The results showed that sociomapping intervention is positively related to hotel rating (p = 0.014), but not to team performance...

(in English): This dissertation seeks to verify the impact of sociomapping-supported team coaching on team climate and performance. Sociomapping, created in the 1990s to visualize team communication, plays here a role simultaneously as the main diagnostic and intervention tool. The theoretical part focuses on the teams and psychological analysis of such team aspects as size, roles, composition and the formation and development of teamwork. Attention is further paid to team coaching and sociomapping-based intervention. One chapter analyzes the relevant team processes according to available concepts, with a subsequent analysis of team performance and climate as two teamwork outputs relevant to the study. Due to the specificity of team data analysis, the last chapter discusses teamwork analysis models. The empirical part presents a study of 103 respondents divided into and conducted on nine intervention and 12 control teams. The teams worked together on team projects for about three months. The intervention groups were supported by team coaching that involved sociomapping, while the control groups only attended meetings to discuss current work topics. The teams in both the control and intervention groups were sociomapped a total of three times, but only the intervention teams were presented with these...