Relation between Social Cohesion and Team Performance in Soccer Teams

2003 ◽  
Vol 96 (1) ◽  
pp. 145-148 ◽  
Author(s):  
Aharon Tziner ◽  
Nicola Nicola ◽  
Anis Rizac
Keyword(s):  
Team Performance ◽  
Social Cohesion ◽  
Cognitive Abilities ◽  
Interpersonal Relations ◽  
Empirical Examination ◽  
Team Members ◽  
Team Outcomes ◽  
Workplace Teams ◽  
Soccer Teams ◽  
National League

Investigations of the influence on team performance of team composition, in terms of task-related attributes, e.g., personality traits, cognitive abilities, often assumes this relation to be mediated by the strength (intensity) of the interpersonal relations (social cohesion) among team members. However, there has been little empirical examination of how much social cohesion actually affects team outcomes. This preliminary study sought to examine this issue using soccer teams, which have been held to resemble workplace teams. Perceptions of team cohesion were collected from 198 Israeli soccer players (comprising 36 national league teams) during the week preceding their weekly games. A significant correlation was found between the perceptions of social cohesion and the results of the soccer matches, indicating a link between team social cohesion and team performance. Implications of the results, as well as the study's limitations, are discussed, and avenues for research are suggested.

Team goal orientation composition, team efficacy, and team performance: The separate roles of team leader and members

2017 ◽  
Vol 25 (6) ◽  
pp. 825-843 ◽  
Author(s):  
Chiung-Yi Huang ◽  
Jia-Chi Huang ◽  
Yuhsuan Chang
Keyword(s):  
Goal Orientation ◽  
Team Performance ◽  
Team Leader ◽  
Performance Goal ◽  
Team Members ◽  
Team Efficacy ◽  
Team Outcomes ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Performance Goal Orientation

AbstractThis study aims to examine team goal orientation composition regarding the different roles of a leader’s and team members’ collective goal orientation, and the effects of these on team outcomes. Data included 268 respondents from 64 teams. Results showed team members’ learning goal orientation has positive effect on team performance, mediated by team efficacy. Further, for the role of team leader, the results also revealed the same pattern. Study also showed a leader’s performance goal orientation has negatively related on team performance, mediated by team efficacy. Finally, taking both roles simultaneously, study indicated the interaction between a leader’s and members’ performance goal orientation has negatively related to team efficacy, and the interaction between a leader’s and members’ learning goal orientation has negatively related to team performance. This research contributes to the existing goal orientation theory by taking the different roles of team leader and members into consideration.

Trust Consensus Within Culturally Diverse Teams: A Multistudy Investigation

2020 ◽  
pp. 014920632094365
Author(s):  
Bart de Jong ◽  
Nicole Gillespie ◽  
Ian Williamson ◽  
Carol Gill
Keyword(s):  
National Culture ◽  
Team Performance ◽  
Negative Impact ◽  
Work Team ◽  
Cross Sectional ◽  
Team Members ◽  
Team Outcomes ◽  
Initial Support ◽  
Positive Direct ◽  
Team Trust

Despite tremendous progress toward understanding trust within teams, research has predominately conceptualized team trust as a shared group construct, focusing almost exclusively on trust magnitude (i.e., mean level of trust) while ignoring trust dispersion (i.e., within-team differences in trust). As a result, we know little about this critical property of team trust, its determinants, and independent impact on team outcomes. We address this limitation by examining “team trust consensus”—a configural group construct capturing the extent to which team members share their levels of trust in the team—as a variable of theoretical and empirical interest in its own right. Cross-sectional data from a work team sample (Study 1, N = 120) provide initial support for our propositions that national culture diversity negatively affects trust consensus and that trust consensus positively affects team performance. Expanding on these findings, we propose a contingency model in which the negative impact of national culture diversity is mitigated by team virtuality and collective leadership. Multiwave data from an MBA team sample (Study 2, N = 95) offer support for these propositions and replicate the positive direct effect of trust consensus on team performance. Our findings indicate trust consensus is an important predictor of team performance and provide unique insight into the factors that jointly influence trust consensus within teams.

scholarly journals In Leaders We Trust, or Should We? Supervisors’ Dark Triad Personality Traits and Ratings of Team Performance and Innovation

2021 ◽  
Vol 12 ◽  
Author(s):  
Oana C. Fodor ◽  
Petru L. Curşeu ◽  
Nicoleta Meslec
Keyword(s):  
Personality Traits ◽  
Performance Appraisal ◽  
Team Performance ◽  
Dark Triad ◽  
Team Members ◽  
Team Innovation ◽  
Mediating Role ◽  
Team Outcomes ◽  
Member Exchange ◽  
Supervisory Ratings

Our study tests in a sample of 87 organizational groups (297 employees and 87 supervisors) the mediating role of leader-member exchange (LMX) and collective narcissism in the relationship between supervisors’ dark triad (SDT) personality traits and ratings of team outcomes made by supervisors and team members. We show that LMX mediates the association between SDT and team performance and innovation as rated by team members, while collective narcissism mediates the association between SDT and supervisory ratings of team innovation and team performance. Moreover, collective narcissism also mediates the association between SDT and team innovation as rated by team members. Results show that team-level performance appraisal is influenced by supervisory attributes and that the quality of relational exchanges and collective narcissism are plausible mechanisms explaining this association. The use of supervisory ratings of team outcomes in empirical research should also account for the supervisory attributes.

scholarly journals The Effects of Extra-Team Goal Disclosure on Team Performance, Viability, and Satisfaction

2021 ◽  
Vol 11 ◽  
Author(s):  
Esther Sackett ◽  
Gráinne M. Fitzsimons
Keyword(s):  
Laboratory Experiment ◽  
Team Performance ◽  
Team Member ◽  
Team Members ◽  
Team Outcomes ◽  
Positive Effects ◽  
Team Research ◽  
Team Satisfaction ◽  
Team Viability ◽  
Different Types

In addition to the team’s shared goals, team members also often hold goals unrelated to the team. Research about such goals, which we call “extra-team goals” (ETGs), has been limited. In the current research, we examine how awareness of a team member’s ETGs affects team outcomes. A laboratory experiment examines the effects of disclosure of different types of ETGs by one team member (target) on team performance, team viability, and team satisfaction while engaging in a brainstorming task. Our findings suggest that there are significant positive effects of ETG disclosure on team performance, team viability, and team satisfaction, and that these effects are mediated by perceptions of the target’s commitment to the team’s goal.

An empirical examination of the emergence of collective psychological ownership in work team contexts

2019 ◽  
Vol 26 (5) ◽  
pp. 657-676 ◽  
Author(s):  
Jon L. Pierce ◽  
Dahui Li ◽  
Iiro Jussila ◽  
Jianyou Wang
Keyword(s):  
Team Performance ◽  
Work Teams ◽  
Psychological Ownership ◽  
Self Management ◽  
Work Team ◽  
Empirical Examination ◽  
Team Members ◽  
Performance Effectiveness ◽  
Sense Of Ownership ◽  
Serial Mediation

AbstractAs work teams have increasingly become the cornerstone of the post bureaucratic organization, there have been calls for a greater understanding of collective thought and action. Such understanding is deemed important for the design and management of teamwork. Theory suggests that feelings of ownership manifest themselves at the collective level, and positively affect team performance effectiveness. This study illuminates the role played by teamwork complexity and team self-management in the emergence of the psychological processes that are associated with the manifestation of job-focused collective psychological ownership (CPO). In addition, employment of serial mediation suggests that both teamwork dimensions put employees on two routes (intimate knowing of and the collective investment of the team members' selves into the job) that lead to the emergence of a collective sense of ownership, and together these two route variables and CPO sequentially mediated a positive relationship between teamwork design and team performance effectiveness.

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.

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

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.

Leader–follower narcissism and subgroup formation in teams: a conceptual model

2019 ◽  
Vol 34 (6) ◽  
pp. 429-442 ◽  
Author(s):  
Manuel London
Keyword(s):  
Team Performance ◽  
Team Identification ◽  
Goal Congruence ◽  
Content Type ◽  
Team Outcomes ◽  
Performance Pressure ◽  
Proposed Model ◽  
Leaders And Followers ◽  
Trait Activation ◽  
And Performance

Purpose Drawing on existing theory, a model is developed to illustrate how the interaction between leaders and followers similarity in narcissism and goal congruence may influence subgroup formation in teams, and how this interaction influences team identification and team performance. Design/methodology/approach The proposed model draws on dominance complementary, similarity attraction, faultline formation and trait activation theories. Findings Leader–follower similarity in narcissism and goal congruence may stimulate subgroup formation, possibly resulting in conformers, conspirators, outsiders and victims, especially when performance pressure on a team is high. Followers who are low in narcissism and share goals with a leader who is narcissistic are likely to become conformers. Followers who are high in narcissism and share goals with a narcissistic leader are likely to become confederates. Followers who do not share goals with a narcissistic leader will be treated by the leader and other members as outsiders if they are high in narcissism, and victimized if they are low in narcissism. In addition, the emergence of these subgroups leads to reduced team identification and lower team performance. Practical implications Higher level managers, coaches and human resource professions can assess and, if necessary, counteract low team identification and performance resulting from the narcissistic personality characteristics of leaders and followers. Originality/value The model addresses how and under what conditions narcissistic leaders and followers may influence subgroup formation and team outcomes.

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 Selected Cognitive Abilities in Elite Youth Soccer Players

2015 ◽  
Vol 49 (1) ◽  
pp. 267-276 ◽  
Author(s):  
Veronika Baláková ◽  
Petr Boschek ◽  
Lucie Skalíková
Keyword(s):  
Cognitive Abilities ◽  
Factor Model ◽  
Test System ◽  
Soccer Players ◽  
Youth Soccer ◽  
Soccer Teams ◽  
Research Findings ◽  
Raven's Standard Progressive Matrices ◽  
Year 2000 ◽  
The Relationship

Abstract The identification of talent in soccer is critical to various programs. Although many research findings have been presented, there have been only a few attempts to assess their validity. The aim of this study was to determine the relationship between talent and achievement variables in the Vienna Test System. The participants were 91 Czech soccer players, representing four youth soccer teams, who were born in the year 2000. These boys were divided into two groups according to their coaches’ assessments using a TALENT questionnaire. A two-factor model (component 1: “kinetic finesse”; component 2: “mental strength”) was designed to interpret the responses of the coaches on the questionnaire. The Vienna Test System was used to determine the level of players’ cognitive abilities. In total, the subjects performed seven tests in the following order: Raven’s Standard Progressive Matrices (SPM), a reaction test (RT), a determination test (DT), a visual pursuit test (LVT), a Corsi Block-Tapping Test (CORSI), a time/movement anticipation test (ZBA), and a peripheral perception test (PP). To analyze the relationship between talent and achievement variables within the Vienna Test System, correlation analyses were performed. The results revealed that the talented group attained significantly better results on only 1 of the 16 variables, which was ZBA2: movement anticipation - deviation of movement median (r = .217, p = .019). A comparison of the two talent components showed that component 1 (“kinetic finesse”) was a more significant factor than component 2 (“mental strength”). Although we observed statistically significant correlations, their actual significance remains questionable; thus, further research is required.

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