Personality, Team Performance, and Organizational Context

1988 ◽  
pp. 93-103 ◽  
Author(s):  
Robert Hogan ◽  
Susan Raza ◽  
James E. Driskell

2017 ◽  
Vol 45 (4) ◽  
pp. 641-656 ◽  
Author(s):  
Yan Rong ◽  
Baiyin Yang ◽  
Lin Ma

Organizational behavior researchers have typically focused on role- or structure-based power, such as hierarchical status and position in the social network. In contrast, we examined the psychological experience of power in organizations. Our purpose was to determine how and when a team leader's subjective sense of power is beneficial in an organizational context. Data were collected from 70 work teams using a 2-wave design to test the proposed model. Results showed that a team leader's sense of power enhanced team performance by decreasing leader–member relationship conflict, but only when perceived task interdependence was high. These associations remained after controlling for hierarchical status and demographic characteristics. Theoretical and practical implications are discussed.



2017 ◽  
Vol 76 (3) ◽  
pp. 91-105 ◽  
Author(s):  
Vera Hagemann

Abstract. The individual attitudes of every single team member are important for team performance. Studies show that each team member’s collective orientation – that is, propensity to work in a collective manner in team settings – enhances the team’s interdependent teamwork. In the German-speaking countries, there was previously no instrument to measure collective orientation. So, I developed and validated a German-language instrument to measure collective orientation. In three studies (N = 1028), I tested the validity of the instrument in terms of its internal structure and relationships with other variables. The results confirm the reliability and validity of the instrument. The instrument also predicts team performance in terms of interdependent teamwork. I discuss differences in established individual variables in team research and the role of collective orientation in teams. In future research, the instrument can be applied to diagnose teamwork deficiencies and evaluate interventions for developing team members’ collective orientation.



2010 ◽  
Vol 26 (1) ◽  
pp. 3-10 ◽  
Author(s):  
Nale Lehmann-Willenbrock ◽  
Simone Kauffeld

In research on trust in the organizational context, there is some agreement evolving that trust should be measured with respect to various foci. The Workplace Trust Survey (WTS) by Ferres (2002) provides reliable assessment of coworker, supervisor, and organizational trust. By means of a functionally equivalent translation, we developed a German version of the questionnaire (G-WTS) comprising 21 items. A total of 427 employees were surveyed with the G-WTS and questionnaires concerning several work-related attitudes and behaviors and 92 of these completed the survey twice. The hypothesized three-dimensional conceptualization of organizational trust was confirmed by confirmatory factor analysis. The G-WTS showed good internal consistency and retest reliability values. Concerning convergent validity, all of the three G-WTS dimensions positively predicted job satisfaction. In terms of discriminant validity, Coworker Trust enhanced group cohesion; Supervisor Trust fostered innovative behavior, while Organizational Trust was associated with affective commitment. Theoretical and practical contributions as well as opportunities for future research with the G-WTS are discussed.



2017 ◽  
Vol 7 (2) ◽  
pp. 78-85 ◽  
Author(s):  
Heikki Mansikka ◽  
Don Harris ◽  
Kai Virtanen

Abstract. The aim of this study was to investigate the relationship between the flight-related core competencies for professional airline pilots and to structuralize them as components in a team performance framework. To achieve this, the core competency scores from a total of 2,560 OPC (Operator Proficiency Check) missions were analyzed. A principal component analysis (PCA) of pilots’ performance scores across the different competencies was conducted. Four principal components were extracted and a path analysis model was constructed on the basis of these factors. The path analysis utilizing the core competencies extracted adopted an input–process–output’ (IPO) model of team performance related directly to the activities on the flight deck. The results of the PCA and the path analysis strongly supported the proposed IPO model.



2017 ◽  
Vol 102 (10) ◽  
pp. 1462-1470 ◽  
Author(s):  
Stephen H. Courtright ◽  
Brian W. McCormick ◽  
Sal Mistry ◽  
Jiexin Wang


1986 ◽  
Author(s):  
Robert Hogan ◽  
Susan Raza ◽  
Dawn Metz ◽  
James E. Driskell
Keyword(s):  


Author(s):  
Jeff Whitmore ◽  
Scott Chaiken ◽  
Joseph Fischer ◽  
Richard Harrison ◽  
Donald Harville
Keyword(s):  


2012 ◽  
Author(s):  
Andrew M. Naber ◽  
Jennifer N. McDonald ◽  
Winfred Arthur


2008 ◽  
Author(s):  
Inge Nuijten ◽  
Dirk van Dierendonck


Sign in / Sign up

Export Citation Format

Share Document