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Levels of cognitive congruence between managers and team members’ perceptions of cooperation at work

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dc.contributor.authorGarcía Mas, Alexandre
dc.contributor.authorNúñez Prats, Antonio
dc.contributor.authorOlmedilla Zafra, Aurelio
dc.contributor.authorRuiz Barquín, Roberto
dc.contributor.authorCantón, Enrique
dc.contributor.departmentPersonalidad, Evaluación y Tratamiento Psicológicos
dc.date.accessioned2024-12-29T11:04:10Z
dc.date.available2024-12-29T11:04:10Z
dc.date.issued2019-11-02
dc.description© 2019 by the authors. This manuscript version is made available under the CC-BY 4.0 license http://creativecommons.org/licenses/by/4.0/ This document is the Published version of a Published Work that appeared in final form in Sustainability. To access the final edited and published work see https://doi.org/10.3390/su11216111
dc.description.abstractMuch of the research on the psychological dynamics of performance teams suffers from the following limitations: consideration of only one theoretical framework and analysis of just one perspective (e.g., manager–coach or team member). To address these shortcomings, this study used a Global Cooperation concept that synthesized five psychological frameworks: coordination, cohesion, cooperation, integration, and identification. The objective of this study was to examine the level of congruence–symmetry between the two perspectives and the tendency for managers–coaches and team members to reduce cognitive dissonance in the perception of global cooperation. To this end, 108 managers–coaches and members of performance teams were studied (range: 23􀀀60 years old) using a CooperativeWorkteam Questionnaire (CWQ). Results revealed that the greatest amount of asymmetry was observed in Global Cooperation and Emotional Cooperation, while less asymmetry was found in Personal Growth, and good congruence–fit in Conditioned Cooperation. Results are discussed in terms of their theoretical meaning and practical implications for interventions on performance teams.es
dc.formatapplication/pdfes
dc.format.extent11es
dc.identifier.citationSustainability, 2019, Vol. 11, N. 21 : 6111
dc.identifier.doihttps://doi.org/10.3390/su11216111
dc.identifier.issnElectronic: 2071-1050
dc.identifier.urihttp://hdl.handle.net/10201/147841
dc.languageenges
dc.publisherMDPI
dc.relationThis study was funded in part thanks the Erasmus+ ELIT-in Project 590520-EPP-1-2017-1-ES-SPO-SCP, “Integration of Elite Athletes in to the labor market through the valorization of their transversal competences”. Furthermore, this research is also supported in part by the Murcia (Spain) Regional Football Association’s, Football Project, (Grant FFRM-UMU-04 0092 321B 64502 14704).es
dc.relation.publisherversionhttps://www.mdpi.com/2071-1050/11/21/6111
dc.rightsinfo:eu-repo/semantics/openAccesses
dc.rightsAtribución 4.0 Internacional*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectCooperationes
dc.subjectCongruencyes
dc.subjectCognitive dissonancees
dc.subjectTeamworkes
dc.subjectNon parametric statistical analysises
dc.titleLevels of cognitive congruence between managers and team members’ perceptions of cooperation at workes
dc.typeinfo:eu-repo/semantics/articlees
dspace.entity.typePublicationes
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