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.

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.

Self-efficacy and emotional intelligence

2019 ◽  
Vol 25 (1/2) ◽  
pp. 100-119 ◽  
Author(s):  
Janine Black ◽  
Kihwan Kim ◽  
Shanggeun Rhee ◽  
Kai Wang ◽  
Sut Sakchutchawan
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Self Efficacy ◽  
Qualitative Data ◽  
Team Cohesion ◽  
Simulation Game ◽  
Content Type ◽  
Team Members ◽  
Quantitative Data Analysis ◽  
The Relationship

PurposeThis study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance.Design/methodology/approachThis study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task.FindingsResults indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation.Research limitations/implicationsThe current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability.Practical implicationsThis paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits.Originality/valueThe current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.

Leader dark personality and team agreeableness: a recipe for volatile team performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nishant Uppal
Keyword(s):  
Team Performance ◽  
Dark Triad ◽  
Team Leaders ◽  
Content Type ◽  
Team Members ◽  
Sales Team ◽  
Performance Variability ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship. Design/methodology/approach The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India. Findings From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability. Originality/value The theoretical and practical implications of the study are also 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.

The influence of emotional intelligence on team performance through knowledge sharing, team conflict, and the structure mechanism

2020 ◽  
Vol 39 (3) ◽  
pp. 269-292 ◽  
Author(s):  
Zulfadil ◽  
Susi Hendriani ◽  
Machasin
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Team Performance ◽  
Quantitative Research ◽  
Design Methodology ◽  
Research Model ◽  
Content Type ◽  
Team Conflict ◽  
South Sulawesi ◽  
Central Sulawesi

PurposeTo analyze the influence of emotional intelligence on team performance, knowledge sharing, team conflict, and the structure mechanism, the influence of knowledge sharing, team conflict, the structure mechanism, and emotional intelligence on team performance, and the influence of emotional intelligence on team performance through knowledge sharing, team conflict, and the structure mechanism.Design/methodology/approachThis research uses the quantitative research method and is included in explanatory research. Data collection was done cross-sectionally. This research was conducted at provincial hospitals in South Sulawesi and in Central Sulawesi.FindingsEmotional intelligence directly influences knowledge sharing, conflict in teams, the structure mechanism, and team performance. There is a direct influence of knowledge sharing, team conflict, and the structure mechanism on team performance. Then, there is an indirect influence of emotional intelligence on team performance through the mediation of knowledge sharing, team conflict, and the structure mechanism.Originality/valueThe novelty of this research is in its effort to observe the mediation of knowledge sharing, team conflict and the structure mechanism with other variables developed in the research model. No previous studies have found a relationship between emotional intelligence and team performance, knowledge sharing, team conflict, and the structure mechanism, or the influence of knowledge sharing, team conflict, the structure mechanism, and emotional intelligence on team performance.

Why won’t task conflict cooperate? Deciphering stubborn results

2014 ◽  
Vol 25 (4) ◽  
pp. 333-358 ◽  
Author(s):  
Misty L. Loughry ◽  
Allen C. Amason
Keyword(s):  
Individual Differences ◽  
Conflict Management ◽  
Team Performance ◽  
Positive Relationship ◽  
Task Conflict ◽  
Empirical Literature ◽  
Content Type ◽  
Team Members ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to suggest why the theoretically positive relationship between task conflict and team performance has received mixed empirical support. Design/methodology/approach – We review the literature on task conflict and offer explanations for findings that contradict the expected positive relationship between task conflict and team performance. Findings – High levels of correlation among task, relationship and process conflict, and measurement and data analysis issues make it difficult to isolate the effects of each type of conflict. Group-level moderators, including values congruence, goal alignment, norms for debate and the group’s performance history and conflict history affect the relationship between task conflict and performance. The complex relationship between conflict and trust may cause task conflict to have mixed effects on performance. Individual differences and conflict management approaches also affect the relationship between task conflict and performance. Temporal issues and stages of group development are other relevant influences. Practical implications – To better achieve the theorized performance benefits of task conflict, a context characterized by trust is needed. Then norms fostering task conflict can be cultivated and employees can be trained in conflict management. Individual differences that affect team members’ ability to confidently accept task conflict can be considered in selection. Originality/value – Suggestions are presented for future research that may explain discrepant findings in the past empirical literature. In particular, it may be difficult for some team members to perceive task conflict in well-functioning teams. Measures of task conflict that avoid the use of words with a negative connotation should be tested.

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.

Effects of team diversity on project performance in construction projects

2019 ◽  
Vol 26 (3) ◽  
pp. 408-423 ◽  
Author(s):  
Guangdong Wu ◽  
Xianbo Zhao ◽  
Jian Zuo ◽  
George Zillante
Keyword(s):  
Construction Projects ◽  
Project Performance ◽  
Project Teams ◽  
Mediating Effects ◽  
Negative Effects ◽  
Content Type ◽  
Team Diversity ◽  
Different Types ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is fourfold: first, to investigate the effect of team diversity on different types of conflicts; second, to determine if team diversity is significantly correlated with project performance; third, to investigate the mediating effect of project conflicts on the relationship between team diversity and project performance and fourth, to examine the relationship between different types of conflicts and project performance in construction projects. Design/methodology/approach A theoretical model was developed and a questionnaire survey was conducted with 246 professionals. The structural equation modeling technique was applied to analyze the data. Findings The results showed that: team diversity was positively associated with project performance; the introduction of conflicts significantly weakened the effect of diversity on performance; conflicts have both constructive and destructive effects on project performance; and team diversity affected project performance through the mediating effects of task conflict and relationship conflict, thus adding both positive and negative effects on performance. Research limitations/implications There are other factors which may affect conflicts and project performance such as communication, trust and contract. Future research could be conducted to determine the role of these variables in determining the effects of team diversity on performance. Practical implications It is necessary to reduce the relationship conflict whereas maintaining a “healthy” level of task conflict. In light of this, the conclusions of this study highlight practical implications as follows: project teams should attach importance to diverse partner selection and select cooperative partners whose value orientations are similar; when implementing a construction project, the structure of diverse project teams should keep relatively stable, avoiding too many teams entering or exiting the project in a short period; project teams should make greater efforts to deal with destructive conflicts via relational governance such as trust and communication. Originality/value This study contributes to the literature in three areas. First, this study investigated the dynamic mechanism between team diversity, conflicts and performance in construction projects. Second, this study contributes to the body of knowledge on validating the mediating effects of conflicts on the relationship between team diversity and performance. Third, this study validated the positive and negative effects of team diversity on performance with different types of conflicts as mediation variables in construction projects.

Team political skill and team performance

2017 ◽  
Vol 32 (3) ◽  
pp. 239-253 ◽  
Author(s):  
Thorsten Semrau ◽  
Norbert Steigenberger ◽  
Hendrik Wilhelm
Keyword(s):  
Team Performance ◽  
Political Skill ◽  
Professional Background ◽  
Content Type ◽  
Team Members ◽  
Individual Level ◽  
Team Commitment ◽  
The Mean ◽  
Team Characteristics ◽  
The Relationship

Purpose The purpose of this paper is to examine the relation between team political skill, i.e., the mean level of political skill among team members, and team performance. Specifically, it proposes that the link between team political skill and team performance is ambiguous and contingent upon a common professional background as well as collective team commitment within the team. Design/methodology/approach Data from 45 service teams with 295 team members and their supervisors were analyzed. Hypotheses were tested using OLS regression. Findings The results show that a common professional background and collective team commitment serve as crucial contingencies for the relationship between team political skill and team performance. Research limitations/implications This study complements previous individual-level research demonstrating a positive relation between political skill and relevant outcomes by highlighting that the link between team political skill and team performance is ambiguous and contingent upon other team characteristics. Practical implications To enhance team performance, managers should carefully consider the interplay between team political skill and other team characteristics when making staffing decisions. Originality/value The study highlights the relation of political skill with team performance and points to a potential downside of political skill in organizations.

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