Study of Team Management and Performance with Linear Regression: A Empirical Study Based on 12 Step Method

2017 ◽  
Vol 14 (1) ◽  
pp. 168-176
Author(s):  
Jian Yu ◽  
Weichu Xu ◽  
M Rogers
Keyword(s):  
Team Performance ◽  
Business Students ◽  
University Student ◽  
Team Management ◽  
Step Method ◽  
Team Members ◽  
Student Teams ◽  
Teamwork Skills ◽  
And Performance ◽  
The Relationship

Teamwork skills have becoming an important asset that employees can bring into an organization. How to make employees work with other team members and make team effective is an important issue in business education. In order to make sense which factors in team management will help improve team performance, we try to design a test among students. In this paper, we focus on using 12-step method to help business students acquire their teamwork skills and improve their team performance in class, and propose and examine several hypotheses on the relationship between 12-step and their impact on team performance with a dataset collecting from university student teams. The results show that initial sharing, continuous sharing and feedbacks are positively associated with team performance, but expectation, equity and celebration are negatively associated with team performance. The findings provide some insights about how to apply different steps in different environments, and show that some measures and steps should be paid more attention in training in a firm or other organizations.

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.

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.

scholarly journals When Ignorance Is Bliss: Exploring Perspective Taking, Negative State Affect and Performance

2018 ◽  
Vol 49 (5) ◽  
pp. 576-599 ◽  
Author(s):  
Bianca Beersma ◽  
Myriam N. Bechtoldt ◽  
Maartje E. Schouten
Keyword(s):  
Negative Affect ◽  
Team Performance ◽  
Perspective Taking ◽  
Team Members ◽  
Task Support ◽  
Negative State ◽  
Interactive Decision Making ◽  
State Affect ◽  
And Performance ◽  
The Relationship

Whereas the positive relationship between positive affect in teams and team performance is well established, the relationship between team negative affect and team performance seems to be subject to moderating effects. We focus on the effects of perspective taking as one of these moderators, and posit that perspective taking impedes team performance when team state affect is negative because team members become preoccupied with others’ negative emotions. Results from 49 teams involved in a computerized interactive decision-making task support our hypothesis: Negative state affect was negatively related to performance for teams high in perspective taking, but not for teams low in perspective taking. This leads to the conclusion that when teams experience high negative affect, they benefit from low perspective taking.

The Contingent Effect of Team Composition on the Performance of Entrepreneurial Teams

2019 ◽  
pp. 654-680
Author(s):  
Serghei Musaji ◽  
Julio De Castro
Keyword(s):  
Future Research ◽  
Team Composition ◽  
Team Members ◽  
Team Diversity ◽  
Entrepreneurial Teams ◽  
Knowledge Based ◽  
Fertile Ground ◽  
Active Debate ◽  
And Performance ◽  
The Relationship

Despite the continuous interest in studying entrepreneurial teams, the relationship between team composition and, particularly, team diversity and performance remains fertile ground for active debate. Taking roots in the knowledge-based view and organizational learning literatures, this chapter argues that performance in entrepreneurial teams is contingent on (a) the overlap between team members’ knowledge/competences and the content of the performed tasks, (b) the duplication of the team members’ knowledge in the areas with that content, (c) the nature of tasks (exploration or exploitation), (d) the team’s flexibility to adapt to changes in the content and nature of those tasks, and (e) the rate of environmental change. Because an important source of ambiguity in the understanding of how team diversity and performance are linked ties to issues of how team diversity is conceptualized and operationalized, the chapter also proposes a new way of looking at diversity in future research.

Team Learning Behaviors and Performance: A Meta-Analysis of Direct Effects and Moderators

2021 ◽  
pp. 105960112110169
Author(s):  
Christopher W. Wiese ◽  
C. Shawn Burke ◽  
Yichen Tang ◽  
Claudia Hernandez ◽  
Ryan Howell
Keyword(s):  
Team Performance ◽  
Team Learning ◽  
Task Complexity ◽  
Meta Analysis ◽  
Sample Type ◽  
Learning Behaviors ◽  
Learning Teams ◽  
And Performance ◽  
The Relationship ◽  
Team Familiarity

Under what conditions do team learning behaviors best predict team performance? The current meta-analytic efforts synthesize results from 113 effect sizes and 7758 teams to investigate how different conceptualizations (fundamental, intrateam, and interteam), team characteristics (team size and team familiarity), task characteristics (interdependence, complexity, and type), and methodological characteristics (students vs. nonstudents and measurement choice) affect the relationship between team learning behaviors and team performance. Our results suggest that while different conceptualizations of team learning behaviors independently predict performance, only intrateam learning behaviors uniquely predict performance. A more in-depth investigation into the moderating conditions contradicts the familiar adage of “it depends.” The strength of the relationship between intrateam learning behaviors and team performance did not depend on team familiarity, task complexity, or sample type. However, our results suggested this relationship was stronger in larger teams, teams with moderate task interdependence, teams performing project/action tasks, and studies that use measures that capture a wider breadth of the team learning behavior construct space. These efforts suggest that common boundary conditions do not moderate this relationship. Scholars can leverage these results to develop more comprehensive theories addressing the different conceptualizations of team learning behaviors as well as providing clarity on the scenarios where team learning behaviors are most needed. Further, practitioners can use our results to develop more guided team-based policies that can overcome some of the challenges of forming and developing learning teams.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

scholarly journals Team Leaders Matter in Knowledge Sharing: A Cross-Level Analysis of the Interplay between Leaders’ and Members’ Goal Orientations in the Chinese Context

2018 ◽  
Vol 14 (4) ◽  
pp. 715-745 ◽  
Author(s):  
Jiamin Zhang ◽  
Yi Wang ◽  
Marina Yue Zhang
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Goal Orientations ◽  
Team Leaders ◽  
Team Members ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Approach Orientation ◽  
And Performance ◽  
The Relationship

ABSTRACTThis article investigates the impact of cross-level interplay between team members’ and their leaders’ goal orientations (learning, performance approach, and performance avoidance) on knowledge sharing using samples from design teams in two companies in China. Our results show that team leaders’ learning goal orientation plays a critical moderating role. Specifically, team leaders’ learning goal orientation strengthens the positive relationship between team members’ learning orientation and knowledge sharing; positively moderates the relationship between team members’ performance approach orientation and knowledge sharing; and weakens the negative relationship between team members’ performance avoidance orientation and knowledge sharing. Team leaders’ performance approach orientation demonstrates a positive moderating effect when there is congruence between the performance approach orientation of leaders and members. Finally, team leaders’ performance avoidance orientation negatively moderates the relationship between team members’ learning and performance approach orientation on knowledge sharing. This research enhances our understanding of the conditions under which knowledge sharing occurs among team members, using the lens of Trait Activation Theory.

The influence of shared leadership on team performance with team personality composition as a moderating variable in student business project at Ciputra University Surabaya

2021 ◽  
Vol 9 (1) ◽  
pp. 7
Author(s):  
Michelle Koesoema ◽  
Fanny Septina
Keyword(s):  
International Business ◽  
Team Performance ◽  
Shared Leadership ◽  
Sampling Method ◽  
Business Management ◽  
Leadership Team ◽  
University Student ◽  
Team Personality ◽  
Management Students ◽  
The Relationship

This study was conducted to determine the effect of shared leadership and team performance with team personality composition as the moderating effect  on Ciputra University Student business project. In order to collect data, this study distributed questionnaires to 146 International Business Management students class of 2017 by using the purposive sampling method. In this study, an analysis of the variables of shared leadership, team performance and team personality composition were analyzed as moderators for shared leadership on team performance. The results of the study found that the shared leadership variable had a significant effect on team performance. Meanwhile, the team personality composition did not moderate the relationship between shared leadership and team performance.

Cultural values, entrepreneurial team structure and performance of SMEs

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Bashokuh-E-Ajirloo ◽  
Bahman Khodapanah ◽  
Mehdi Alizadeh ◽  
Mehdi Ebrahimzadeh
Keyword(s):  
Cultural Values ◽  
Team Performance ◽  
Discriminant Validity ◽  
Content Type ◽  
Team Members ◽  
Team Structure ◽  
Entrepreneurial Teams ◽  
Reliability Indicator ◽  
Entrepreneurial Team ◽  
And Performance

PurposeThe main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.Design/methodology/approachData used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.FindingsResearch finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.Originality/valueThese studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

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.

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