scholarly journals Team Member’s Centrality, Cohesion, Conflict, and Performance in Multi-University Geographically Distributed Project Teams

2016 ◽  
Vol 46 (2) ◽  
pp. 151-178 ◽  
Author(s):  
Alex M. Susskind ◽  
Peggy R. Odom-Reed
Keyword(s):  
Team Member ◽  
Individual Performance ◽  
Development Stage ◽  
Team Cohesion ◽  
Project Teams ◽  
Degree Centrality ◽  
Late Development ◽  
Team Members ◽  
Team Conflict ◽  
Over Time

This study examined team processes and outcomes among 12 multi-university distributed project teams from 11 universities during its early and late development stages over a 14-month project period. A longitudinal model of team interaction is presented and tested at the individual level to consider the extent to which both formal and informal network connections—measured as degree centrality—relate to changes in team members’ individual perceptions of cohesion and conflict in their teams, and their individual performance as a team member over time. The study showed a negative network centrality-cohesion relationship with significant temporal patterns, indicating that as team members perceive less degree centrality in distributed project teams, they report more team cohesion during the last four months of the project. We also found that changes in team cohesion from the first three months (i.e., early development stage) to the last four months (i.e., late development stage) of the project relate positively to changes in team member performance. Although degree centrality did not relate significantly to changes in team conflict over time, a strong inverse relationship was found between changes in team conflict and cohesion, suggesting that team conflict emphasizes a different but related aspect of how individuals view their experience with the team process. Changes in team conflict, however, did not relate to changes in team member performance. Ultimately, we showed that individuals, who are less central in the network and report higher levels of team cohesion, performed better in distributed teams over time.

Communication Network Analysis of Project Teams in Korean Building Constructions

2013 ◽  
Vol 357-360 ◽  
pp. 2338-2341 ◽  
Author(s):  
Jae Yeob Kim ◽  
Sang Tae No ◽  
Yong Kyu Park
Keyword(s):  
Communication Network ◽  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Construction Project ◽  
Project Teams ◽  
Degree Centrality ◽  
Analysis Program ◽  
Team Members ◽  
Communication Frequency

This study used social network analysis (SNA) in order to analyze communication relationship between project team members in typical cases of Korean building constructions. Data was collected by conducting a survey from key members of construction project teams. We analyzed and digitized degree centrality by using Netminer, a SNA analysis program. According to the result of analysis in communication frequency, intermediate managers such as construction deputy managers were shown the highest and architectural designers were shown the lowest. With respect to communication credibility, construction managers were shown the highest and architectural designers were shown to be low. We discovered that intermediate managers and construction managers of the construction teams play important role in the communication of project teams.

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.

scholarly journals Multiple project team membership and performance: Empirical evidence from engineering project teams

2014 ◽  
Vol 17 (1) ◽  
pp. 76-90 ◽  
Author(s):  
Kai-Ying Alice Chan
Keyword(s):  
Empirical Evidence ◽  
Cognitive Skills ◽  
Empirical Support ◽  
Individual Performance ◽  
Project Team ◽  
Project Teams ◽  
Engineering Project ◽  
Team Members ◽  
Negative Effect ◽  
And Performance

Individuals are increasingly involved in more than one project team. This implies that an employee has multiple memberships in these project teams simultaneously, a phenomenon known as multiple team membership (MTM). Previous, predominantly theoretical studies have acknowledged the impacts that MTM has on performance but very scarce empirical evidence exists. The aim of this study is to provide empirical support for some of these theoretical claims using data collected from 435 team members in 85 engineering project teams in South Africa. Results show that MTM has an inverted-U shaped relationship with individual performance and a positive linear relationship with team performance. When a person is working in multiple project teams simultaneously, he/she may encounter more diverse sources of ideas across all teams and thus enhances his/her innovative performance. However, as the number of MTM increases, the negative effect of task switching and fragmented attention will negatively impact on individual performance. At the project team level, a large number of MTM in a focal team allows the team members to integrate diverse sources of knowledge and resources into the focal team. This study also found that individuals’ emotional skills and cognitive skills impact on individual performance. It is recommended to programme and project portfolio managers, who often are involve in scheduling of human resources to multiple projects, to acknowledge both the positive and negative impacts of MTM on performance. Moreover, in high MTM situations, project team members with high emotional and cognitive skills should be selected.

Attitudes of Interdisciplinary Team Members Toward Speech-Language Services in Public Schools

1986 ◽  
Vol 17 (3) ◽  
pp. 230-240 ◽  
Author(s):  
Lou Tomes ◽  
Dixie D. Sanger
Keyword(s):  
Public Schools ◽  
School Psychologists ◽  
Elementary School Principals ◽  
Team Member ◽  
Interdisciplinary Team ◽  
Survey Study ◽  
Language Programs ◽  
Team Members ◽  
Positive Attitudes ◽  
State Area

A survey study examined the attitudes of interdisciplinary team members toward public school speech-language programs. Perceptions of clinicians' communication skills and of the clarity of team member roles were also explored. Relationships between educators' attitudes toward our services and various variables relating to professional interactions were investigated. A 64-item questionnaire was completed by 346 randomly selected respondents from a two-state area. Classroom teachers of grades kindergarten through 3, teachers of grades 4 through 6, elementary school principals, school psychologists, and learning disabilities teachers comprised five professional categories which were sampled randomly. Analysis of the results revealed that educators generally had positive attitudes toward our services; however, there was some confusion regarding team member roles and clinicians' ability to provide management suggestions. Implications for school clinicians were discussed.

Peer Effects on Individual Performance in a Team Sport

2021 ◽  
pp. 152700252110003
Author(s):  
Mariia Molodchik ◽  
Sofiia Paklina ◽  
Petr Parshakov
Keyword(s):  
Video Game ◽  
Peer Effects ◽  
Team Sport ◽  
Individual Performance ◽  
Team Cohesion ◽  
Soccer Players ◽  
Marginal Benefit ◽  
The Individual

The paper investigates the variety of peer effects on individual performance in a team sport. The individual performance of more than 5,000 soccer players, from 234 teams, between 2010 and 2015, is measured with the help of the FIFA video game simulator developed by EA Sports. The study reveals positive peer effects on individual performance although the marginal benefit decreases. Additionally, team cohesion contributes to an improvement of players’ ranking.

How project managers can encourage and develop positive emotions in project teams

2014 ◽  
Vol 7 (3) ◽  
pp. 449-472 ◽  
Author(s):  
Morten Emil Berg ◽  
Jan Terje Karlsen
Keyword(s):  
Empirical Data ◽  
Positive Emotions ◽  
Project Managers ◽  
Engineering Industry ◽  
Project Teams ◽  
Future Research ◽  
Content Type ◽  
Team Members ◽  
Signature Strengths ◽  
Positive Meaning

Purpose – This study provides insight into how project managers can use leadership tools to encourage and develop positive emotions among the project team members toward greater overall project success. The purpose of this paper is to provide the engineering industry with a closer look at how positive emotions can create good team member relations, reduce stress, develop clearer roles, creativity and joy at the workplace. Design/methodology/approach – The empirical data were obtained using in-depth interviews of three experienced project managers. Findings – The empirical data give insight as to how project managers can use their signature strengths. Additionally, the data also show how they can evolve and draw on positive meaning, positive emotions and positive relations. Various examples of positive meaning, positive emotions, positive relations and signature strengths have been identified and discussed. Research limitations/implications – Future research should apply a more comprehensive research design, for example a survey using a larger sample, so that these findings may be generalized. Practical implications – The paper contributes to portray and analyze positive psychology in a project management setting. Additionally, the paper assists understanding the connections among positive meaning, positive emotions, positive relations and signature strengths by presenting and discussing a model. Originality/value – This research extends current understanding of how project managers use their signature strengths to encourage and develop positive emotions in project teams.

The Effects of Expertise and Social Status on Team Member Influence and the Moderating Roles of Intragroup Conflicts

2017 ◽  
Vol 44 (4) ◽  
pp. 745-776 ◽  
Author(s):  
Woonki Hong ◽  
Lu Zhang ◽  
Kwangwook Gang ◽  
Boreum Choi
Keyword(s):  
Social Status ◽  
Early Stage ◽  
Project Teams ◽  
Team Processes ◽  
Team Members ◽  
Expectation States ◽  
Team Projects ◽  
Expectation States Theory ◽  
Team Project ◽  
Do So

Drawing on expectation states theory and expertise utilization literature, we examine the effects of team members’ actual expertise and social status on the degree of influence they exert over team processes via perceived expertise. We also explore the conditions under which teams rely on perceived expertise versus social status in determining influence relationships in teams. To do so, we present a contingency model in which the salience of expertise and social status depends on the types of intragroup conflicts. Using multiwave survey data from 50 student project teams with 320 members at a large national research institute located in South Korea, we found that both actual expertise and social status had direct and indirect effects on member influence through perceived expertise. Furthermore, perceived expertise at the early stage of team projects is driven by social status, whereas perceived expertise at the later stage of a team project is mainly driven by actual expertise. Finally, we found that members who are being perceived as experts are more influential when task conflict is high or when relationship conflict is low. We discuss the implications of these findings for research and practice.

scholarly journals Personalities into Teams

2010 ◽  
Vol 132 (02) ◽  
pp. 22-25 ◽  
Author(s):  
Doug Wilde
Keyword(s):  
Basic Principle ◽  
Team Member ◽  
Successful Outcome ◽  
Team Members ◽  
Long Run ◽  
Commercial World ◽  
Technology Advances

This article discusses the significance of psychologically diverse individuals in the success of a team. As technology advances, products are increasingly being designed in the commercial world by teams of skilled collaborators. Each team member is chosen to bring a specific range of skills and experience to bear on the mission, and each contributor is essential to a successful outcome. Some studies suggest that performance improves when a team pays attention to its individual personalities. The basic principle learned, which may apply in corporations as well as universities, is that in the long run teams do better when they are composed of people with the widest possible range of personalities, even though it takes longer for such psychologically diverse teams to achieve smooth communications and good cooperation. Before diverse team members can be integrated into a cooperative unit, they must not only cultivate an openness to opposing opinions, but also recognize the value of exploring a problem from various angles. Sharing personality information about each other facilitates this essential awareness.

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