Leaders who encourage their employees to learn on the job and to express ideas and suggestions for change have more effective and resilient teams in the face of unexpected situations, according to new research from Rice University and the University of Canada. Windsor.
“A Resource Model for Team Resilience and Learning Capacity” will appear in a special issue of Group and organization management. Authors Kyle Brykman, assistant professor at the Odette School of Business at the University of Windsor, and Danielle King, assistant professor of psychological sciences at Rice, studied what makes employees more resilient and promotes workplace learning. job. The researchers specifically examined the interactions of 48 teams from five Canadian tech startups.
“Understanding what organizations can do to help employees become more resilient is the focus of our work in my Resilience at Work research lab,” King said. “This research project provided the opportunity to discover the important role of leadership and employee voice in the process of resilience.”
Brykman and King found that teams were more effective and resilient if their bosses encouraged employees to take risks, make suggestions, and learn from the process. Creating a work environment focused on learning and open communication is helpful as teams grow and take on new tasks, King said. Leaders need to reinforce this workplace culture with positive language that signals openness and a focus on their development, she said.
“It’s critical to know that you have a leader who is focused on learning and not just on performance results,” King said. “It’s also important for them to intend to communicate this regularly to employees, as it can make all the difference in building more resilient teams. Leaders should verbally reward a learning mindset. For example, when a boss responds to an employee who makes a mistake on the job by saying, “Great, now you can learn from this experience”, rather than berating them for making a mistake, it makes a big difference. “
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