scholarly journals What can the Instinctive Drive system™ Offer the Workplace? A Qualitative Exploration

2006 ◽  
Vol 1 (2) ◽  
Author(s):  
Anneke Fitzgerald ◽  
Ann Dadich ◽  
John Fitzgerald
Keyword(s):  
Team Performance ◽  
Personal Development ◽  
Quantitative Research ◽  
Group Performance ◽  
Personal Responsibility ◽  
Individual Performance ◽  
Personal Attributes ◽  
Future Research ◽  
Team Members ◽  
Inherent Value

Despite the potential benefits afforded by teamwork within the workplace, it can be difficult for employers and senior personnel to establish and maintain teams that gel. It is a juggling act involving the delicate interplay of organisational goals and interpersonal dynamics. In the pursuit of enhancing team performance within the workplace, organisational and psychological literature has concentrated on the personal attributes of individual team members, as well as relevant societal factors. However, one area that is receiving increasing attention is the influence of the innate abilities of individual team members – those natural qualities that are constant and invariable. The Instinctive Drive (I.D.) system™ offers a method for gauging individual instinctive drives, and recent quantitative research affirms that the tool is statistically reliable and valid. However, for the purpose of thoroughness, it is important to triangulate these quantitative findings with qualitative research. It is thus the purpose of this paper to qualitatively investigate the inherent value of the I.D. system™ among some of its users. More specifically, ten senior personnel and ten general employees were interviewed to explore the perceived influence of the I.D. system™ on individual performance, group performance and leadership. This consultative process was guided by a semi-structured open-ended interview schedule. Consequent research material was analysed for emerging themes, using an interpretive and a reflexive approach. Collectively, the interviewees recognised great value in the I.D. system™. It was a catalyst for greater communication between co-workers and with clients; it served as a window, providing users with an improved understanding of themselves and of others; it also initiated personal development as well as team development. These views were juxtaposed by a few unfavourable sentiments. Some for instance, warned that the use of this taxonomy might negatively stereotype individuals. Conversely, its focus on innate abilities may provide individuals with an opportunity to abdicate personal responsibility. Despite these potential shortcomings, the qualitative material presented in this paper complements previous quantitative research on the I.D. system™, and thus affirms its inherent value. This has important repercussions for business and behavioural sciences, particularly those efforts to improve team performance within the workplace. It highlights the need to focus future research endeavours on tools that not only expound individual difference, but also facilitate effective dialogue.

Being open matters: the antecedents and consequences of cross-understanding in teams

2015 ◽  
Vol 21 (1/2) ◽  
pp. 6-18 ◽  
Author(s):  
Nicoleta Meslec ◽  
Daniel Graff
Keyword(s):  
Team Performance ◽  
Group Performance ◽  
Empirical Support ◽  
Future Research ◽  
Cognitive Diversity ◽  
Team Cognition ◽  
Content Type ◽  
Team Members ◽  
Resampling Procedure ◽  
Antecedents And Consequences

Purpose – The aim of the current paper is to explore the role of cross-understanding as a mediator between openness to cognitive experience and reflective communication cognitions on the one hand and team performance on the other hand using the input-mediator-output-input (IMOI) model as a framework (Ilgen et al., 2005). Design/methodology/approach – The sample consisted of 156 participants organized in 37 student teams. Two mediation models were estimated while using a nonparametric resampling procedure of bootstrapping developed by Hayes (2012). Findings – Cross-understanding positively mediates the relation between openness to cognitive diversity and team performance and the relation between reflective communication cognition and team performance. Reflective communication cognition has a direct and negative relation to team performance. Additionally, the percentage of women within groups positively relates to group performance. Research limitations/implications – Future research could explore the validity of this model in other organizational settings and while using different indicators for team performance. Practical implications – Practitioners should encourage an open climate toward knowledge diversity and different perspectives within teams, as this might create the optimal conditions for cross-understanding to emerge. Team members should also be encouraged to learn not only about the knowledge of other team members but also about their beliefs, preferences and things they are sensitive to, as this awareness is beneficial for the overall team performance. Originality/value – This paper contributes to the team cognition literature by bringing empirical support for a relatively less investigated concept: cross-understanding. The paper establishes its relation to team performance and two of its potential antecedents – openness to cognitive diversity and reflective communication cognition.

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

2017 ◽  
Vol 76 (3) ◽  
pp. 91-105 ◽  
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.

When inspiration does not fit the bill: Charismatic leadership reduces performance in a team crisis for followers high in self-direction

2019 ◽  
pp. 1-18 ◽  
Author(s):  
Jürgen Wegge ◽  
Kevin-Lim Jungbauer ◽  
Meir Shemla
Keyword(s):  
Positive Impact ◽  
Charismatic Leadership ◽  
Individual Performance ◽  
Self Determination ◽  
Future Research ◽  
Team Members ◽  
Different Types ◽  
Leadership Research ◽  
Leadership Intervention ◽  
Group Member

AbstractWe extend charismatic leadership research by identifying conditions under which charismatic leadership reduces individual performance. Previous research found a positive impact of charismatic leadership, especially in crisis situations. However, we expect that followers with high self-determination reject charismatic leadership so that performance is reduced. In a laboratory experiment built as a brainstorming competition, 88 participants were randomly assigned to a condition with a team crisis or a control condition. Half of the participants received a charismatic leadership intervention after the crisis, which led to the ostentatious departure of a group member, while the other half was led laissez-faire. The results support our hypotheses. Although charismatic leadership was overall beneficial in a team crisis, our study provides experimental evidence of how charismatic leadership reduces the performance of certain team members in crises. Future research should investigate how leadership can best meet the specific needs of followers in different types of critical team situations.

A Systematic Review of Communication in Distributed Crews in High-Risk Environments

2018 ◽  
Vol 62 (1) ◽  
pp. 102-106
Author(s):  
Justine Rockwood ◽  
Dan Nathan-Roberts
Keyword(s):  
Systematic Review ◽  
High Risk ◽  
Team Performance ◽  
Task Complexity ◽  
Distributed Teams ◽  
Future Research ◽  
Team Members ◽  
Risk Environments ◽  
The Impact ◽  
High Risk Environments

Effective communication is critical to team performance but can be impacted by the distribution of team members. Distribution is increasingly found in high-risk environments where task complexity necessitates geographic and/or temporal separation of team members. Understanding the impact of distribution on communication is critical to ensuring effective team performance. We review the research examining communication in distributed teams in high-risk environments to provide an overview of the literature to date. Articles examining communication in distributed teams were analyzed in a systematic review following Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines. Themes relevant to the research question were extracted from the studies using thematic analysis. Five themes were identified: updating shared mental models, effects of transmission lags, content of communication, communication protocols, and technological advances. The five themes identify directions for future research.

scholarly journals Understanding the Many Factors that Affect the Success of Organizational Work Teams

2016 ◽  
Vol 1 (3) ◽  
pp. 01 ◽  
Author(s):  
Robert J. Trent
Keyword(s):  
Team Performance ◽  
Quantitative Research ◽  
Work Teams ◽  
Value Added ◽  
Policy Implications ◽  
Structured Interviews ◽  
Team Members ◽  
New Findings ◽  
Organizational Work ◽  
The Many

<p>After years of experience and research, one might conclude that organizations are confident in their ability to optimize the use of teams.  In reality, we do not have to look far to find instances where team performance falls disappointingly short.  This article examines the reasons for the success or failure of three organizational work teams.  Using information gained from structured interviews involving team members, team leaders, and managers, a set of value-added findings are reached that explain why a particular team was or was not successful. </p><p> This paper also presents original quantitative research that examined a variety of factors that affect work team success.  It presents insights into a set of important factors that can affect team performance, particularly new findings regarding team size as well as the kind of organizational team model employed.  The article concludes with a set of recommendationsand policy implications derived from the research.  </p>

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.

Team Organization and Monitoring Performance

1975 ◽  
Vol 17 (3) ◽  
pp. 296-300 ◽  
Author(s):  
Julian O. Morrissette ◽  
John P. Hornseth ◽  
Kathy Shellar
Keyword(s):  
Division Of Labor ◽  
Team Performance ◽  
Response Times ◽  
Individual Performance ◽  
Team Members ◽  
Monitoring Task ◽  
Milk Glass ◽  
Team Organization ◽  
Monitoring Performance

Monitoring performance of individuals and two-man teams was examined. Two conditions of team organization were tested: Division of labor and redundancy. The task consisted of detecting critical signals randomly presented–spacially and sequentially–on one of four 1-in. (2.54-cm) circular milk-glass display windows. Response times were recorded in 0.1 second intervals. Team performance was found to be superior to individual performance. The average detection times for the two team conditions were not significantly different. Long detection times were observed under the division of labor team organization but not under the redundancy team organization. Consequently, redundancy was considered to be the more effective team organization for the monitoring task used in this study. The data suggest that the team members in a redundancy organization should work in the presence of each other and not in separated work compartments.

scholarly journals Predicting Teamwork Performance in Collaborative Project-Based Learning

2021 ◽  
Vol 10 (4) ◽  
pp. 104
Author(s):  
Hoi Yan Lin ◽  
Jia You
Keyword(s):  
Team Performance ◽  
Performance Indicator ◽  
Individual Performance ◽  
Project Based Learning ◽  
Team Formation ◽  
Role Assignment ◽  
Skill Sets ◽  
Team Members ◽  
Functional Roles ◽  
Role Identification

Pulse of the Profession, published by Project Management Institutes (2017), reported that failed projects always lacked (a) clearly defined objectives to measure progress and (b) poor communication between team members. Minimizing communication costs and maximizing trust levels are essential to improve the efficiency of team performance. This study&rsquo;s objectives required including how to formulate the problem and design the theoretical framework. The approach used involved a five-step team formation model with related definitions, including initial team forming, depending on group size, team agreement, role assignment, and team performance. The Predicting Teamwork Performance (PTPA) system was developed to help identify the functional roles of each member automatically. Role assignment provided a strong positive effect on team projects, while the role identification mechanism can assign team members responsibilities for some role(s) to enable learning. Self-assessment was used to identify team members&rsquo; strengths and weaknesses so that team leaders could easily recognize suitable types of roles for each member. Three primary team performance indicators&mdash;&rdquo;Good&rdquo;, &ldquo;Pass&rdquo; and &ldquo;Marginal&rdquo;&mdash;were reflected in the teamwork collaboration outcomes. The Predicting Teamwork Performance system reveals information about those outcomes through 1) individual performance indicator; 2) teamwork performance indicator; 3) personal skill sets results; 4) recommended skill sets improvements. The relationship between those indicators and practical roles was examined as analytical information for further project team formation.

scholarly journals Personality Traits Composition and Team Performance

2020 ◽  
Vol 25 (3) ◽  
pp. 33
Author(s):  
Svetlana Radović ◽  
Jelena Sladojević Matić ◽  
Goran Opačić
Keyword(s):  
Personality Traits ◽  
Team Performance ◽  
Work Performance ◽  
Group Performance ◽  
Research Question ◽  
Group Processes ◽  
Team Work ◽  
Personality Factors ◽  
Personality Factor ◽  
Team Members

Research Question: This paper investigates a relationship between the composition of personality traits of team members and teamwork performance as well as team behavioural competences. Motivation: Our primary motivation was to link and integrate organizational psychology and the field of management science. The study builds on existing literature that highlights the influence of personality factors and their composition on group processes. As stated in the literature, personality traits determine individual behaviour in work environment and therefore influence group processes and group performance (Barric, Steward, Neubert, & Mount, 1998). According to that, if we can determine such combinations of personality traits of team members that contribute to better or worse team performance, we can raise the team’s efficiency to a maximum. Idea: The main idea of ​​the research was to examine whether there is a combination of personality traits in a team that influences team performance. The importance of this topic is reflected in the increasing attention paid by organizations to working teams and their formation in order to increase productivity, so the adequate selection criteria of team members is of great importance. Data: The research was conducted in one Telecommunication Company. The final sample consisted of 20 teams formed by 87 subjects (42 male and 45 female). Every team consisted of 4-6 members and the team supervisor. The teams were generally similar in terms of education. Tools: Personality traits of team members were measured with the instrument based on the Big five model. We used the average values of the team member’s personality traits as the predictors, and team work performance as criteria. Beside descriptive statistics, we used correlation analysis and canonical and quasi canonical correlation analyses. Findings: Our findings mostly agree with similar studies in other countries - the average group result of Extraversion and Openness proved to be very important for the teamwork performance. The results strongly support the existence of one general personality factor which is connected to the teamwork performance. It therefore confirms a hypothesis that adequately formed teams contribute considerably to the success of an organization. Contribution: Perhaps the most important contribution of this paper lies in the fact that there are very few similar studies in our area and including our population, and the practical implications for management are huge.

An Assessment of Factors Affecting Absenteeism: Case Study of a Major South African Manufacturer

2021 ◽  
Vol 44 ◽  
Author(s):  
Lewisham Gutsa ◽  
Rosemary-Jane Luke
Keyword(s):  
South African ◽  
Personal Development ◽  
Quantitative Research ◽  
Future Research ◽  
Development Working ◽  
Family Responsibilities ◽  
Factors Affecting ◽  
Number Of Factors ◽  
Major Factors

Absenteeism is a major problem globally and, in South Africa, costs the country and companies millions of rands each year. Given the financial constraints on businesses at present, it is necessary to understand the causes of absenteeism in order to determine possible interventions to reduce these causes. A quantitative research design was used to investigate the factors that influence absenteeism at a major South African manufacturer. An exploratory factor analysis was used to reduce the number of factors. The study found that there were seven major factors that had an impact on absenteeism, namely, external factors, management factors, illness, family responsibilities, personal development, working conditions, and motivation. These factors were found to affect different employees differently, and were mainly dependent on the demographic characteristics of the employees. This study provides insights into absenteeism in a typical South African situation. The study finds that because factors that have an impact on absenteeism are different for various employees and are dependent largely on demographic and related attributes, organisations need to develop diverse strategies to deal with the absenteeism issues of different employees in organisations. Future research should investigate the efficacies of various interventions to determine which are most likely to meet the needs of the various groups of employees and thereby reduce absenteeism levels.

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