scholarly journals The impact of negative mood on team performance

2006 ◽  
Vol 12 (2) ◽  
pp. 131-145 ◽  
Author(s):  
Peter J Jordan ◽  
Sandra A Lawrence ◽  
Ashlea C Troth
Keyword(s):  
Team Performance ◽  
Detrimental Effect ◽  
Negative Mood ◽  
Poor Performance ◽  
Theory And Practice ◽  
Team Processes ◽  
Team Members ◽  
Team Conflict ◽  
The Impact ◽  
The Relationship

ABSTRACTAlthough organisations often implement team-based structures to improve performance, such restructuring does not automatically ameliorate poor performance. The study in this article explores the relationship between team members' negative mood and team processes (social cohesion, workload sharing, team conflict) to determine if negative mood has a detrimental effect on team performance via team processes. Two hundred and forty one participants completed surveys and were involved in an independently rated performance task that was completed over eight weeks. Negative mood was found to influence team processes and as a consequence, team performance. The results, however, were not uniformly negative. Implications for theory and practice are discussed.

scholarly journals The impact of negative mood on team performance

2006 ◽  
Vol 12 (2) ◽  
pp. 131-145 ◽  
Author(s):  
Peter J Jordan ◽  
Sandra A Lawrence ◽  
Ashlea C Troth
Keyword(s):  
Team Performance ◽  
Detrimental Effect ◽  
Negative Mood ◽  
Poor Performance ◽  
Theory And Practice ◽  
Team Processes ◽  
Team Members ◽  
Team Conflict ◽  
The Impact ◽  
The Relationship

ABSTRACTAlthough organisations often implement team-based structures to improve performance, such restructuring does not automatically ameliorate poor performance. The study in this article explores the relationship between team members' negative mood and team processes (social cohesion, workload sharing, team conflict) to determine if negative mood has a detrimental effect on team performance via team processes. Two hundred and forty one participants completed surveys and were involved in an independently rated performance task that was completed over eight weeks. Negative mood was found to influence team processes and as a consequence, team performance. The results, however, were not uniformly negative. Implications for theory and practice are discussed.

scholarly journals The Effect of Diversity towards Team Conflict and How Emotional Intelligence Role as Moderating Variable in Improving Team Performance: A Theoretical Study

2021 ◽  
Vol 04 (11) ◽  
Author(s):  
Setria Feri ◽  
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Organizational Support ◽  
Negative Impact ◽  
Negative Effects ◽  
Team Processes ◽  
Team Members ◽  
Team Conflict ◽  
Values And Beliefs ◽  
Relationship Of

This article is a literature review that discusses the effect of diversity on the occurrence of team conflict and how emotion al intelligence role as a moderating variable to improve team performance. Diversity may trigger relationship conflicts within the team that affect their performance. However, not all diversity has a negative impact if the organization concerned can create a cohesiv e team. Team members with higher levels of expertise on the team should be given more influence over team processes and outcomes. Organizational support and openness have different effects on the relationship of diversity to the occurrence of conflict within the organiz ation. The emotional intelligence of team members was found to play an important role in reducing the negative effects that might be trigg ered by diversity. Emotionally intelligent team members are generally more capable of dealing with differences. Thus, they are more aware of the creative potential of their different thoughts, values, and beliefs. In conclusion, one of the efforts to improve team performance is to reduce or prevent conflicts within the team through emotional intelligence.

Investigating the relationships among team emotional intelligence, trust, conflict and team performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 120-137 ◽  
Author(s):  
Azadeh Rezvani ◽  
Rowena Barrett ◽  
Pouria Khosravi
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Construction Projects ◽  
Large Scale ◽  
Scale Construction ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Team Conflict ◽  
The Relationship

PurposeThe purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance.Design/methodology/approachA sample of 389 team members from 84 project teams in large-scale construction projects was surveyed.FindingsFindings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance.Practical implicationsThe ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams.Originality/valueThis research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.

Leading Teams to Optimize Performance

2019 ◽  
pp. 383-402
Author(s):  
Lissa V. Young
Keyword(s):  
Team Performance ◽  
Team Member ◽  
Skill Development ◽  
Individual Performance ◽  
Organizational Life ◽  
Critical Aspect ◽  
Team Processes ◽  
Team Members ◽  
Team Structure ◽  
The Relationship

Teams are a critical aspect of organizational life and understanding the taxonomy and processes extant in team life is a critical first step in learning how to optimize team and individual performance. This chapter examines key components of both team structure and team processes that form the fundamental underpinnings of team performance. Once leaders understand these constructs and the role they play in team performance, leaders can devise interventions to build better teams. The best teams produce the best team performances and contribute to enhancing the skill development of each individual team member. The relationship between the team and its members is symbiotic. Given this, a leader has the potential to impact the development of teams and individual team members simultaneously.

The impact of commitment and climate strength on the relationship between trust and performance in cross-functional project teams

2016 ◽  
Vol 22 (3/4) ◽  
pp. 114-138 ◽  
Author(s):  
Marte Pettersen Buvik ◽  
Sturle Danielsen Tvedt
Keyword(s):  
Team Performance ◽  
Project Teams ◽  
Complex Relationship ◽  
Content Type ◽  
Team Members ◽  
Climate Strength ◽  
Multilevel Studies ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust). Design/methodology/approach To test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams. Findings Results indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important. Research limitations/implications Cross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted. Practical implications The results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance. Originality/value This study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.

Is the Most Effective Team Leadership Shared?

2010 ◽  
Vol 9 (3) ◽  
pp. 105-116 ◽  
Author(s):  
Julia Elisabeth Hoch ◽  
Craig L. Pearce ◽  
Linda Welzel
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Team Leadership ◽  
Project Teams ◽  
Team Coordination ◽  
Team Members ◽  
Age Diversity ◽  
Performance Results ◽  
The Impact ◽  
The Relationship

In the present paper we examine the moderating effects of age diversity and team coordination on the relationship between shared leadership and team performance. Using a field sample of 96 individuals in 26 consulting project teams, team members assessed their team’s shared leadership and coordination. Six to eight weeks later, supervisors rated their teams’ performance. Results indicated that shared leadership predicted team performance and both age diversity and coordination moderated the impact of shared leadership on team performance. Thereby shared leadership was positively related to team performance when age diversity and coordination were low, whereas higher levels of age diversity and coordination appeared to compensate for lower levels of shared leadership effectiveness. In particular strong effects of shared leadership on team performance were evident when both age diversity and coordination were low, whereas shared leadership was not related to team performance when both age diversity and coordination were high.

scholarly journals The power of individual cultural values in global virtual teams

2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Virtual Team ◽  
Global Teams ◽  
Global Virtual Teams ◽  
Team Processes ◽  
Team Members ◽  
Face To Face ◽  
The Relationship

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

scholarly journals The Relationship between Team Hometown Diversity and Team Creativity: From the Chinese Perspective

2018 ◽  
Vol 10 (10) ◽  
pp. 3458
Author(s):  
Jingli Li ◽  
Min Zhao ◽  
Guanjun Xia ◽  
Chao Liu
Keyword(s):  
Information Exchange ◽  
Mediation Effect ◽  
Team Leaders ◽  
Team Creativity ◽  
Team Members ◽  
Chinese Perspective ◽  
New Perspective ◽  
The Impact ◽  
The Relationship

Since no specialized work has researched the relationship between team members’ hometown diversity (team hometown diversity) and team creativity, we investigated their underlying relationship by conducting a two-wave survey from 304 employees in 54 teams and 54 team leaders from 17 companies. The results proved that team hometown diversity was negatively related to both team information exchange and team creativity, while team information exchange was significantly positively associated with team creativity and the mediation effect of team information exchange between team hometown diversity and team creativity was verified. The moderation role of team identification in the relationship between team hometown diversity and team information exchange as well as the moderation function of team conformity on the relationship between team information exchange and team creativity were both verified. This work made at least four contributions. Firstly, it was among the first to research the impact of team hometown diversity on team creativity, which supplemented the gap and provided a new perspective for exploration of team creativity in future. Secondly, we adopted a two-wave design to check the dynamic impact of earlier team information exchange and team conformity on team creativity afterwards, which can be replicated for future studies. Thirdly, by using supervisor and subordinate ratings together and conducting electronic and paper surveys together, the results were more persuasive. Finally, we included a large dataset from a broad range of companies, which maximized the variables and generated our results. The implications and limitations were also illustrated.

scholarly journals Virtual Team Leader Communication: Employee Perception and Organizational Reality

2019 ◽  
Vol 57 (4) ◽  
pp. 452-473 ◽  
Author(s):  
Sean A. Newman ◽  
Robert C. Ford ◽  
Greg W. Marshall
Keyword(s):  
Team Performance ◽  
Balanced Scorecard ◽  
Virtual Team ◽  
Performance Outcomes ◽  
Communication Effectiveness ◽  
Team Members ◽  
Leader Communication ◽  
Perceptions Of Leaders ◽  
Effective Use ◽  
The Relationship

Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members’ perceptions of their leaders’ effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members’ perceptions of their leaders’ effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members’ perceptions of leaders’ effective use of communications and team members’ perception of their team’s performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard.

The Impact of Trust on Virtual Team Effectiveness

2014 ◽  
Vol 4 (1) ◽  
pp. 11-28 ◽  
Author(s):  
Yasser A. El-Kassrawy
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Structural Equations ◽  
Team Members ◽  
Competitive Environments ◽  
Team Satisfaction ◽  
And Performance ◽  
The Impact

Given the important role of information technology, virtuality has become crucial issue in contemporary organizations. Virtual teams are comprised of members who are located in more than one physical location. They need to be effectively collaborating to harness their full performance capabilities in order to compete in the highly competitive environments. However, virtual team effectiveness is affected by determinants of trust which include three types; personality, cognitive and institutional-based trust. Therefore, this paper examines the impact of trust determinants on virtual team effectiveness represented in virtual team satisfaction and performance. Through a survey of 125 virtual team members who had experienced at least two years in this field, the results indicated that determinants of trust positively influence virtual team satisfaction and virtual team performance. The authors' structural equations modeling findings also support our hypothetical predictions that personality- based trust, cognitive- based trust and institutional- based trust have a dramatic impact on both of virtual team satisfaction and virtual team performance. Moreover, institutional- based trust is the uppermost driver of virtual team effectiveness. This study provides novel insights into virtual team behaviours, managerial and research implications for effective virtual team.

Sign in / Sign up

Export Citation Format

Share Document