scholarly journals The Power of Percipience: Consequences of Self-Awareness in Teams on Team-Level Functioning and Performance

2018 ◽  
Vol 45 (7) ◽  
pp. 2891-2919 ◽  
Author(s):  
Erich C. Dierdorff ◽  
David M. Fisher ◽  
Robert S. Rubin
Keyword(s):  
Functional Outcomes ◽  
Self Awareness ◽  
Business Simulation ◽  
Team Coordination ◽  
Team Members ◽  
Individual Level ◽  
Individual Contributions ◽  
And Performance ◽  
Team Functioning ◽  
Performance Results

We integrate research on team functioning with that of self-awareness to advance the notion of self-awareness in teams as an important concept to consider when diagnosing team effectiveness. We argue that teams composed of individuals with greater levels of self-awareness will exhibit more effective team-level functioning and performance. This proposition was explored by examining the effects of self-other agreement with regard to individual-level contributions of teamwork behavior on three team-level functional outcomes (team coordination, conflict, cohesion) and team performance. Results from 515 teams (2,658 individuals) completing a high-fidelity team-based business simulation supported the effects of aggregate levels of self-awareness on team-level functioning and performance. Moreover, these effects were influential above and beyond individual contributions themselves, highlighting the unique value of team members’ self-awareness for understanding team functioning. Of the three functional outcomes, only team conflict mediated the effects of self-awareness in teams on subsequent team-level performance. Finally, results revealed that overrating among team members was a particularly problematic form of the lack of self-awareness in teams.

Uncovering cognitive and affective sources of satisfaction homogeneity in work teams

2017 ◽  
Vol 21 (4) ◽  
pp. 646-668 ◽  
Author(s):  
Benjamin Haarhaus
Keyword(s):  
Job Satisfaction ◽  
Team Performance ◽  
Work Teams ◽  
Working Environment ◽  
Team Members ◽  
Path Analyses ◽  
And Performance ◽  
Team Functioning ◽  
Core Self ◽  
Level Satisfaction

Shared satisfaction in teams is crucial for team functioning and performance. However, it is still unclear how and why team members’ job satisfaction transforms into a shared team property. Based on affective events theory, I test hypotheses about situational, dispositional, and social antecedents of satisfaction homogeneity with a comprehensive model. Path analyses based on data from 415 team members working in 110 teams suggest that job satisfaction homogeneity primarily depends on characteristics of the working environment. Experiencing similar affective job events increased the likelihood of shared satisfaction by inducing shared affect. Team members’ personality traits (core self-evaluations) had indirect and small effects on satisfaction homogeneity. Unlike earlier studies, there was no evidence that social interaction leads to agreement in job satisfaction. Additionally, I partly replicated the finding that satisfaction homogeneity moderates the team-level satisfaction–team performance relationship.

scholarly journals How Packaging of Information in Conversation Is Impacted by Communication Medium and Restrictions

2021 ◽  
Vol 12 ◽  
Author(s):  
Sarah A. Bibyk ◽  
Leslie M. Blaha ◽  
Christopher W. Myers
Keyword(s):  
Common Ground ◽  
Mutual Understanding ◽  
Communication Medium ◽  
Team Coordination ◽  
Team Members ◽  
Successful Communication ◽  
Improved Performance ◽  
And Performance ◽  
The Way

In team-based tasks, successful communication and mutual understanding are essential to facilitate team coordination and performance. It is well-established that an important component of human conversation (whether in speech, text, or any medium) is the maintenance of common ground. Maintaining common ground has a number of associated processes in which conversational participants engage. Many of these processes are lacking in current synthetic teammates, and it is unknown to what extent this lack of capabilities affects their ability to contribute during team-based tasks. We focused our research on how teams package information within a conversation, by which we mean specifically (1) whether information is explicitly mentioned or implied, and (2) how multiple pieces of information are ordered both within single communications and across multiple communications. We re-analyzed data collected from a simulated remotely-piloted aerial system (RPAS) task in which team members had to specify speed, altitude, and radius restrictions. The data came from three experiments: the “speech” experiment, the “text” experiment, and the “evaluation” experiment (which had a condition that included a synthetic teammate). We asked first whether teams settled on a specific routine for communicating the speed, altitude, and radius restrictions, and whether this process was different if the teams communicated in speech compared to text. We then asked how receiving special communication instructions in the evaluation experiment impacted the way the human teammates package information. We found that teams communicating in either speech or text tended to use a particular order for mentioning the speed, altitude, and radius. Different teams also chose different orders from one another. The teams in the evaluation experiment, however, showed unnaturally little variability in their information ordering and were also more likely to explicitly mention all restrictions even when they did not apply. Teams in the speech and text experiments were more likely to leave unnecessary restrictions unmentioned, and were also more likely to convey the restrictions across multiple communications. The option to converge on different packaging routines may have contributed to improved performance in the text experiment compared some of the conditions in the evaluation experiment.

scholarly journals Team Membership Change “Events”: A Review and Reconceptualization

2020 ◽  
Vol 45 (2) ◽  
pp. 219-251
Author(s):  
Hayley M. Trainer ◽  
Justin M. Jones ◽  
Jacob G. Pendergraft ◽  
Cynthia K. Maupin ◽  
Dorothy R. Carter
Keyword(s):  
Empirical Studies ◽  
Future Research ◽  
Team Members ◽  
Membership Change ◽  
The Past ◽  
Change Events ◽  
And Performance ◽  
Team Functioning ◽  
Event Based ◽  
Change Event

Driven by views of teams as dynamic systems with permeable boundaries, scholars are increasingly seeking to better understand how team membership changes (i.e., team members joining and/or leaving) shape the functioning and performance of organizational teams. However, empirical studies of team membership change appear to be progressing in three largely independent directions as researchers consider: (a) how newcomers impact and are impacted by the teams they join; (b) how teams adapt to member departures; or (c) how teams function under conditions of high membership fluidity, with little theoretical integration or consensus across these three areas. To accelerate an integrative stream of research on team membership change, we advance a conceptual framework which depicts each team membership change as a discrete team-level “event” which shapes team functioning to the extent to which it is “novel,” “disruptive,” and “critical” for the team. We use this framework to guide our review and synthesis of empirical studies of team membership change published over the past 20 years. Our review reveals numerous factors, across conceptual levels of the organization, that determine the strength (i.e., novelty, disruptiveness, criticality) of a team membership change event and, consequently, its impact on team functioning and performance. In closing, we provide propositions for future research that integrate a multilevel, event-based perspective of team membership change and demonstrate how team membership change events may impact organizational systems over time and across levels of observation.

Comparing Student- and Teacher-Formed Teams on Group Dynamics, Satisfaction, and Performance

2019 ◽  
Vol 50 (4) ◽  
pp. 443-457 ◽  
Author(s):  
Shayna A. Rusticus ◽  
Brandon J. Justus
Keyword(s):  
Group Dynamics ◽  
Group Work ◽  
Group Formation ◽  
Methods Course ◽  
Team Members ◽  
Individual Interviews ◽  
Formation Method ◽  
And Performance ◽  
Team Functioning

We compared student- and teacher-formed teams on aspects of group dynamics, satisfaction, and performance. Two sections of an introductory psychology research methods course were randomly assigned to either student-formed or teacher-formed teams. We conducted t tests on 10 measures related to group dynamics, satisfaction, and success. Academic performance and group work contribution were the only measures found to be statistically different, with the student-formed teams scoring higher than the teacher-formed teams. Follow-up individual interviews or focus groups conducted with 13 students suggested a slight preference for the teacher-formed method because it was transparent and eliminated the stress of having to choose one’s team members. We further recommend this method because of its simplicity and closer approximation to real-world scenarios. Several factors identified as being important for effective team functioning, regardless of group formation method, are also discussed.

South Australian Divisions of General Practice supporting diabetes care: insights from reporting data

2010 ◽  
Vol 16 (1) ◽  
pp. 60 ◽  
Author(s):  
Cecilia Moretti ◽  
Elizabeth Kalucy ◽  
Ann-Louise Hordacre ◽  
Sara Howard
Keyword(s):  
General Practice ◽  
Diabetes Care ◽  
Data Sources ◽  
Standards Of Care ◽  
Team Members ◽  
Good Communication ◽  
Annual Survey ◽  
And Performance ◽  
Team Functioning ◽  
Reporting Data

The study used public reporting data supplied by the South Australian Divisions of General Practice to examine their role and significance in supporting diabetes care in general practice. Data sources included the Annual Survey of Divisions 2002–07, and Divisions 12-month reports against National Performance Indicators for 2006–07. Results showed that Divisions combine collaboration, practice support and GP education approaches to support optimal diabetes care within general practice. Divisions commonly described their collaborative achievements in terms of connecting general practice with other diabetes providers, services, information and resources. Practice support and educational activities, which were highly interrelated, often focussed on strengthening use of chronic disease Medical Benefit Schedule items, practice nurse roles and computer and information management systems. In this way, Divisions strengthened primary care team functioning to achieve good communication and consistent standards of care between team members. Divisions detailed a range of strategies that worked well in delivering these practice-level outcomes, with implications for wider Network learning and development. These publicly available data sources provide scope for decision makers and researchers to explore other aspects of Divisions’ roles and performance.

Multiple Levels Analysis of Group EI Infecting Employee EI and Performance

2014 ◽  
Vol 644-650 ◽  
pp. 6051-6055
Author(s):  
Zhan Jun Mei ◽  
Qing Hai Ma ◽  
Xin Xin Shen
Keyword(s):  
Emotional Intelligence ◽  
Management Practices ◽  
Team Members ◽  
Research Perspective ◽  
Individual Level ◽  
Basic Work ◽  
Human Resource Management Practices ◽  
And Performance ◽  
The One ◽  
Object Of Study

On the one hand, as the basic work forms, team is paid more and more attention. Team is a important view of research. At same time, studies find that emotional intelligence is not only a tool in management, but also is antecedent variables. But, on the other hand, according to the previous study, the researches on relation between emotional intelligence and performances are limited in individual level, and don’t make a deep study to the mechanism between them. Based on the two points, this paper chooses team members as object of study, and researches the mechanism from individual level and team level. These results open the black box that emotion intelligence effects performance. At same time, these results provide a good research perspective and bases for follow-up research and in human resource management practices.

Improving Team Functioning and Performance in Age-Diverse Teams: Evaluation of a Leadership Training

2020 ◽  
Vol 6 (3) ◽  
pp. 175-194 ◽  
Author(s):  
Franziska Jungmann ◽  
Jürgen Wegge ◽  
Susanne C Liebermann ◽  
Birgit C Ries ◽  
Klaus-Helmut Schmidt
Keyword(s):  
Practical Interest ◽  
Control Group ◽  
Negative Effects ◽  
Control Group Design ◽  
Age Stereotypes ◽  
Team Members ◽  
Older Employees ◽  
Age Diversity ◽  
And Performance ◽  
Team Functioning

Abstract The ongoing demographic change in most European countries increases the proportion of older employees and the prevalence of age diversity in work groups. As the diversity literature supports theories predicting negative effects of age diversity in teams, practical interest is growing how to influence these groups to perform at their best. In this article, we present a model of productivity in age-diverse teams, which we used as the platform for conceptualizing a new training for leaders. The training aims at improving attitudes toward older employees, appreciation of team diversity, and performance in age-diverse teams. We evaluated this training in a public administration in Germany with a training–waiting control group design (47 leaders, 221 employees) including a follow-up measure after 1 year. Results revealed that the training increased appreciation of age diversity and reduced age stereotypes in leaders. Team members’ ratings of age stereotypes and conflicts were also positively influenced, in particular for younger team members who suffer most from working in age-diverse teams. Thus, the newly developed training is a recommendable intervention for leaders of age-diverse 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.

The Relation Between Financial Incentives, Motivation, and Performance

2017 ◽  
Vol 16 (2) ◽  
pp. 61-76 ◽  
Author(s):  
Anaïs Thibault Landry ◽  
Marylène Gagné ◽  
Jacques Forest ◽  
Sylvie Guerrero ◽  
Michel Séguin ◽  
...  
Keyword(s):  
Financial Incentives ◽  
Work Performance ◽  
Autonomous Motivation ◽  
Compensation Plans ◽  
Work Settings ◽  
Path Analyses ◽  
Three Samples ◽  
And Performance ◽  
Performance Results

Abstract. To this day, researchers are debating the adequacy of using financial incentives to bolster performance in work settings. Our goal was to contribute to current understanding by considering the moderating role of distributive justice in the relation between financial incentives, motivation, and performance. Based on self-determination theory, we hypothesized that when bonuses are fairly distributed, using financial incentives makes employees feel more competent and autonomous, which in turn fosters greater autonomous motivation and lower controlled motivation, and better work performance. Results from path analyses in three samples supported our hypotheses, suggesting that the effect of financial incentives is contextual, and that compensation plans using financial incentives and bonuses can be effective when properly managed.

Knowledge training versus process training: The effects of training protocol on team coordination and performance

2007 ◽  
Author(s):  
Jamie C. Gorman ◽  
Nancy J. Cooke ◽  
Jennifer L. Winner ◽  
Jasmine L. Duran ◽  
Harry K. Pedersen ◽  
...  
Keyword(s):  
Team Coordination ◽  
And Performance ◽  
Training Protocol
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