Team Perfectionism and Team Performance: A Prospective Study

Perfectionism is a personality characteristic that has been found to predict sports performance in athletes. To date, however, research has exclusively examined this relationship at an individual level (i.e., athletes’ perfectionism predicting their personal performance). The current study extends this research to team sports by examining whether, when manifested at the team level, perfectionism predicts team performance. A sample of 231 competitive rowers from 36 boats completed measures of self-oriented, team-oriented, and team-prescribed perfectionism before competing against one another in a 4-day rowing competition. Strong within-boat similarities in the levels of team members’ team-oriented perfectionism supported the existence of collective team-oriented perfectionism at the boat level. Two-level latent growth curve modeling of day-by-day boat performance showed that team-oriented perfectionism positively predicted the position of the boat in midcompetition and the linear improvement in position. The findings suggest that imposing perfectionistic standards on team members may drive teams to greater levels of performance.

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Team political skill and team performance

Journal of Managerial Psychology ◽

10.1108/jmp-03-2016-0074 ◽

2017 ◽

Vol 32 (3) ◽

pp. 239-253 ◽

Cited By ~ 3

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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Team Performance: Evidence for Validity of a Measure

Psico-USF ◽

10.1590/1413-82712016210306 ◽

2016 ◽

Vol 21 (3) ◽

pp. 513-525 ◽

Cited By ~ 1

Author(s):

Katia Puente-Palacios ◽

Maria do Carmo Fernandes Martins ◽

Salvatore Palumbo

Keyword(s):

Factor Analysis ◽

Exploratory Factor Analysis ◽

Team Performance ◽

Empirical Data ◽

Factor Solution ◽

Team Members ◽

Individual Level ◽

Level Characteristic ◽

The Individual ◽

Performance Scale

Abstract This study aimed to obtain validity evidences of a teamwork performance scale. Team performance was understood as a meso-level characteristic, resulting of an emerging process. Due to that understanding the proposed instrument should take that aspect into consideration. The empirical data were collected from 276 Ecuadorian teachers organized in 70 educational teams. They answered nine sentences of the scale. Results of exploratory factor analysis showed a unifactorial solution explaining 65.84% of the variance. The measure also has adequate values of reliability (Cronbach Alpha = .93). In addition to these analyses, patterns of variance within and between the groups were verified. The results showed that the variance at the individual level was small when answers of team members were analyzed and was significant when teams were compared. We consider it is important that additional studies be performed in order to identify stability of the factor solution.

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Does the League Table Lie? The Development and Validation of the Perceived Performance in Team Sports Questionnaire (PPTSQ)

Frontiers in Psychology ◽

10.3389/fpsyg.2020.615018 ◽

2021 ◽

Vol 11 ◽

Author(s):

Lael Gershgoren ◽

Asaf Blatt ◽

Tal Sela ◽

Gershon Tenenbaum

Keyword(s):

Sport Psychology ◽

Team Performance ◽

Temporal Stability ◽

Team Sports ◽

Objective Measure ◽

Three Dimensions ◽

Confirmatory Factor Analyses ◽

Team Members ◽

Perceived Performance ◽

Objective Performance Measures

Objective performance measures are vastly used in sport psychology despite their inherent limitations (e.g., unaccounted baseline differences). Founded on the nature of group goals in team sports, we aimed at developing the Perceived Performance in Team Sports Questionnaire (PPTSQ) to capture the team members’ perception of their team’s performance. Accordingly, three dimensions were hypothesized: effort investment, skills execution, and perceived outcome. To measure these dimensions, items were generated to address the players’ perception of their team performance as a whole. Four samples of athletes were used to test the psychometric properties of the PPTSQ: professional (n = 231), collegiate (n = 222), professional—retest (n = 89), and mixed professional–collegiate (n = 139). Exploratory and confirmatory factor analyses were used to estimate construct and content validities. These procedures revealed a better data fit to a two-dimensional model that consists of effort investment and perceived outcome. The reliability analyses for the PPTSQ provide satisfactory evidence that the questionnaire is a reliable measure of perceived performance in team sport. Adequate internal consistency emerged for both dimensions (0.75 < ω < 0.89). Furthermore, a high correlation was obtained for temporal stability. Concurrent validity was addressed by correlating the PPTSQ scores with the Group Environment Questionnaire and the Team Assessment Diagnostic Instrument. Correlational analysis between the PPTSQ and an objective measure of performance was used to test its predictive validity. The correlations strongly support the concurrent and predictive validities of the PPTSQ. We conclude that our perceived performance questionnaire can address various objective measures shortcomings (e.g., considering base-rate biases) resulting in a more meaningful team performance metric. Implication of the PPTSQ for sport psychology research and applied work enhancement are discussed in detail.

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Addressing Limitations of the Measurement of Team Cognition

Proceedings of the Human Factors and Ergonomics Society Annual Meeting ◽

10.1177/154193120204600340 ◽

2002 ◽

Vol 46 (3) ◽

pp. 403-407 ◽

Cited By ~ 3

Author(s):

Nancy Cooke ◽

Preston A. Kiekel ◽

Brian Bell ◽

Eduardo Salas

Keyword(s):

Team Performance ◽

Situation Awareness ◽

Team Cognition ◽

Team Process ◽

Team Members ◽

Individual Level ◽

Individual Cognition ◽

Team Situation Awareness ◽

The Individual ◽

Heterogeneous Knowledge

Team cognition is more than the sum of the cognition of the individual team members. Instead, it emerges from the interplay of individual cognition and team process behaviors. Team cognition has been implicated as a major factor underlying team performance and thus, its measurement is critical for team training and design. Measures of team cognition, however, are limited in a number of ways. For instance, measures are taken at an individual level and aggregated, rather than pursuing data collection at the more holistic level of the team. Further, measures do not capture the heterogeneous knowledge backgrounds of team members. We have begun to address these and other limitations by developing new measures and applying them in four studies of team performance in military synthetic task environments. We highlight the results of these studies, which support the validity of our measures of taskwork knowledge, teamwork knowledge, and team situation awareness.

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Development of a German-Language Questionnaire to Measure Collective Orientation as an Individual Attitude

Swiss Journal of Psychology ◽

10.1024/1421-0185/a000198 ◽

2017 ◽

Vol 76 (3) ◽

pp. 91-105 ◽

Cited By ~ 4

Author(s):

Vera Hagemann

Keyword(s):

Team Performance ◽

Reliability And Validity ◽

Future Research ◽

German Language ◽

Team Members ◽

Collective Orientation ◽

Team Research ◽

German Speaking ◽

Individual Variables ◽

The Individual

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.

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Latent Growth Curve Modeling of the Development of Leadership Performance

PsycEXTRA Dataset ◽

10.1037/e518572013-572 ◽

2006 ◽

Author(s):

Rosalie J. Hall ◽

Robert G. Lord ◽

Hsien-Yao Swee ◽

Barbara A. Ritter ◽

David A. DuBois

Keyword(s):

Growth Curve ◽

Growth Curve Modeling ◽

Latent Growth Curve Modeling ◽

Latent Growth Curve ◽

Latent Growth ◽

Leadership Performance ◽

Curve Modeling

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Impact of Misspecifying the Residual Structures by Constraining Growth Curve Reliability in Latent Growth Curve Modeling

PsycEXTRA Dataset ◽

10.1037/e552812014-001 ◽

2014 ◽

Author(s):

Yuyu Hsiao ◽

Luxi Feng ◽

Shuqiong Lin

Keyword(s):

Growth Curve ◽

Growth Curve Modeling ◽

Latent Growth Curve Modeling ◽

Latent Growth Curve ◽

Latent Growth ◽

Curve Modeling

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Latent Growth Curve Modeling for the Relationship Study between a New Loan on Security and a New Loan on Credit of Credit Union

Journal of Korea Service Management Society ◽

10.15706/jksms.2015.16.3.010 ◽

2015 ◽

Vol 16 (3) ◽

pp. 221-245

Author(s):

강만수 ◽

하홍열 ◽

손희영

Keyword(s):

Growth Curve ◽

Credit Union ◽

Growth Curve Modeling ◽

Latent Growth Curve Modeling ◽

Latent Growth Curve ◽

Latent Growth ◽

Curve Modeling ◽

Relationship Study ◽

The Relationship

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Strategi Manajemen Konflik Sebagai Upaya Meningkatkan Kinerja Teamwork Tenaga Kependidikan

Jurnal Manajemen dan Organisasi ◽

10.29244/jmo.v6i1.12194 ◽

2016 ◽

Vol 6 (1) ◽

pp. 64

Author(s):

Sri Wartini

Keyword(s):

Conflict Management ◽

Team Performance ◽

Management Strategy ◽

Employee Performance ◽

Individual Employee ◽

Personal Performance

The purpose of this research is to explain influence of conflict management strategy on teamwork performance. This kind of conflict can happen to everyone and in any places disregarding status, income and position. Someone who can not manage conflicts will have a threat for his personal performance, and unfortunately, company’s performance will also gain the effect. Accordingly, we need a strategy to manage conflicts as an effort to create a good performance for individual employee performance as well as tha team performance. The population af this research is the entire educational employees in UNNES by taking some samples using propotional sampling to around 88 samples. The result of this research proves that hypothesis stating “conflict management strategy” influenced positively and significantly on teamwork performance is accepted. This explains that conflict management strategy can give contribution to the teamwork performance through employee’s ability to accomodate ideas from partners of work, avoid disputes by respecting each other, maintaining communication and conduct colaboration on working methods. It is suggested that this research should improve strategies in managing conflicts such as strategies to compete at work by giving chance to other partner to use theirs skill in making decision and finding solution to solve the job.Keywords: conflict management strategy, teamwork’s performance, educational employee

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Is the bottom line reached? An exploration of supervisor bottom-line mentality, team performance avoidance goal orientation and team performance

Human Relations ◽

10.1177/00187267211002917 ◽

2021 ◽

pp. 001872672110029

Author(s):

Yuying Lin ◽

Mengxi Yang ◽

Matthew J Quade ◽

Wansi Chen

Keyword(s):

Goal Orientation ◽

Team Performance ◽

Social Information Processing ◽

Negative Relationship ◽

Bottom Line ◽

Team Members ◽

Processing Theory ◽

Using Data ◽

Exclusive Focus ◽

Avoidance Goal

How do supervisors who treat the bottom line as more important than anything else influence team success? Drawing from social information processing theory, we explore how and when supervisor bottom-line mentality (i.e. an exclusive focus on bottom-line outcomes at the expense of other priorities) exerts influence on the bottom-line itself, in the form of team performance. We argue that a supervisor’s bottom-line mentality provides significant social cues for the team that securing bottom-line objectives is of sole importance, which stimulates team performance avoidance goal orientation, and thus decreases team performance. Further, we argue performing tension (i.e. tension between contradictory needs, demands, and goals), serving as team members’ mutual perception of the confusing environment, will strengthen the indirect negative relationship between supervisor bottom-line mentality and team performance through team performance avoidance goal orientation. We conduct a path analysis using data from 258 teams in a Chinese food-chain company, which provides support for our hypotheses. Overall, our findings suggest that supervisor’s exclusive focus on the bottom-line can serve to impede team performance. Theoretical contributions and practical implications are discussed.

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