scholarly journals Evolution of Homosexuality in the Human Males: Improved Mixed-Team Performance Hypothesis

2021 ◽  
Author(s):  
Maarten van Ginkel
Keyword(s):  
Personality Traits ◽  
Team Performance ◽  
Modern Society ◽  
Mate Preferences ◽  
Team Cohesion ◽  
Male Homosexual ◽  
Efficient Performance ◽  
Homosexual Activity ◽  
And Performance ◽  
New Hypothesis

Male homosexual preference (MHP) is present in many human societies, making up a small but significant cohort. Because homosexual mate preferences are associated with lower fecundity, many evolutionary explanations have been advanced to account for the persistence of this trait. After reviewing a number of these hypotheses and finding room for additional explanations, we propose a new hypothesis that depends on the observed greater empathy and reduced hostility of men who express MHP. This gives them a central role in the performance of groups or teams (all male and mixed) where cooperation and intra-team coherence are at a premium. In this view, teams that contain men with MHP will outcompete teams without such men, other variables being similar. The links between personality traits and team performance do not require homosexual activity within the group. The hypothesis is supported by observations of the personality traits associated with MHP, such as increased agreeableness, which is linked to the literature on team cohesion and performance in sports and other kinds of teams and groups. This novel hypothesis could be examined through direct study of team performance. The proposed hypothesis may also have relevance to better performance among the diverse teams whose efficient performance is so important in modern society.

scholarly journals Evolution of Homosexuality in the Human Male: Improved Mixed-Team Performance Hypothesis

2021 ◽  
Author(s):  
Maarten van Ginkel
Keyword(s):  
Personality Traits ◽  
Team Performance ◽  
Modern Society ◽  
Mate Preferences ◽  
Male Homosexual ◽  
Direct Study ◽  
Human Male ◽  
Efficient Performance ◽  
Homosexual Activity ◽  
New Hypothesis

Male homosexual preference (MHP) is present in many human societies. Because homosexual mate preferences are associated with lower fecundity, many evolutionary explanations have been advanced to account for the persistence of this trait, with varying degrees of success. After reviewing a number of these hypotheses and finding them lacking, we propose a new hypothesis that depends on the observed greater empathy and reduced hostility of men who express MHP. This gives them a central role in the performance of groups or teams of males and/or females where cooperation and intra-team coherence are at a premium. Teams that contain men with MHP will, we propose, outcompete teams without such men. The links we propose between personality traits and team performance do not require homosexual activity within the group. Our hypothesis is supported by observations of the personality traits associated with MHP, such as agreeableness, which we link to the literature on sports and other kinds of teams and groups. Our hypothesis could be examined through direct study of team performance, enabling the topic to move beyond evolutionary theorizing. We note too that although we set out to develop an additional account for the evolutionary maintenance of MHP, our hypothesis may also have relevance to better performance among the diverse teams whose efficient performance is so important in modern society.

scholarly journals What Makes Creative Teams Tick? Cohesion, Engagement, and Performance Across Creativity Tasks: A Three-Wave Study

2016 ◽  
Vol 42 (4) ◽  
pp. 521-547 ◽  
Author(s):  
Alma M. Rodríguez-Sánchez ◽  
Toon Devloo ◽  
Ramón Rico ◽  
Marisa Salanova ◽  
Frederik Anseel
Keyword(s):  
Team Performance ◽  
Task Engagement ◽  
Team Cohesion ◽  
Creative Performance ◽  
Mediational Process ◽  
Wave Research ◽  
And Performance ◽  
Mediational Role ◽  
Organizational Simulation

The present study examines the mediational role of collective engagement in the relationship between team cohesion and team creative performance. A reciprocal process was expected to unfold across creativity task episodes: (a) team cohesion leads to collective task engagement, which in turn has a positive effect on team creative performance (perceived team performance and independently rated creativity), and (b) perceived team creative performance predicts the development of future team cohesion. The study relied on a longitudinal three-wave research design through an organizational simulation exercise, in which 118 project teams (605 individuals) were charged with three creativity tasks. This study advances collective task engagement as an important mediational process explaining team performance in creative activities.

scholarly journals Mitigating the Detrimental Impact of Maximum Negative Affect on Team Cohesion and Performance Through Face-to-Face Communication

2018 ◽  
Vol 44 (1) ◽  
pp. 211-238 ◽  
Author(s):  
N. Sharon Hill ◽  
Lynn R. Offermann ◽  
Kaitlin Thomas
Keyword(s):  
Negative Affect ◽  
Team Performance ◽  
Indirect Effect ◽  
Negative Impact ◽  
Team Cohesion ◽  
Face To Face ◽  
Interdependence Theory ◽  
And Performance ◽  
Team Functioning ◽  
Detrimental Impact

Research on team affective composition has been limited by primarily focusing on the influence of the mean level of team affect despite suggestions that even one affectively negative member may have a disproportionate influence on team functioning and outcomes. Drawing on key tenets of social interdependence theory and integrating team affect and communication research, we investigate the influence of the team member with the highest score on trait negative affect (maximum negative affect). We also highlight an important factor, face-to-face communication, that may mitigate the detrimental effect of maximum negative affect. Results show that the negative impact of team maximum negative affect on team cohesion, and the indirect effect on team performance behaviors through cohesion, is attenuated in teams that meet face-to-face more frequently. In addition, team performance behaviors mediate the indirect effect of cohesion on the team’s task performance outcome. Our findings make significant contributions to team affect research and also have important practical implications for managing negative affectivity in teams.

Appraisal in a Team Context: Perceptions of Cohesion Predict Competition Importance and Prospects for Coping

2015 ◽  
Vol 37 (5) ◽  
pp. 489-499 ◽  
Author(s):  
Svenja A. Wolf ◽  
Mark A. Eys ◽  
Pamela Sadler ◽  
Jens Kleinert
Keyword(s):  
Social Context ◽  
Team Performance ◽  
Team Sport ◽  
Team Cohesion ◽  
Male And Female ◽  
Impact Performance ◽  
Individual Level ◽  
Task Cohesion ◽  
Males And Females ◽  
And Performance

Athletes’ precompetitive appraisal is important because it determines emotions, which may impact performance. When part of a team, athletes perform their appraisal within a social context, and in this study we examined whether perceived team cohesion, as a characteristic of this context, related to appraisal. We asked 386 male and female intercollegiate team-sport athletes to respond to measures of cohesion and precompetitive appraisal before an in-season game. For males and females, across all teams, (a) an appraisal of increased competition importance was predicted by perceptions of higher task cohesion (individual level), better previous team performance, and a weaker opponent (team level) and (b) an appraisal of more positive prospects for coping with competitive demands was predicted by higher individual attractions to the group (individual level). Consequently, athletes who perceive their team as more cohesive likely appraise the pending competition as a challenge, which would benefit both emotions and performance.

scholarly journals Team Composition

Management ◽  
2019 ◽  
Author(s):  
Suzanne T. Bell ◽  
Melissa M. Vazquez
Keyword(s):  
Personality Traits ◽  
Team Performance ◽  
Team Effectiveness ◽  
Team Member ◽  
Deep Level ◽  
Team Composition ◽  
Team Members ◽  
Surface Level ◽  
And Performance ◽  
Behavior And Cognition

Team composition, or the configuration of team member attributes, is a key enabling condition for effective teamwork. A well-composed team has the required complement of knowledge and skills, while also considering how the individual differences of team members, such as personality traits, values, and demographics, combine to shape teamwork and, ultimately, team performance. Theories from social, personality, and organizational psychology are used to explain how team composition influences the attitudes, behaviors, and thinking of teams and their members. Team member attributes can range from malleable characteristics, such as knowledge and expertise, to relatively enduring differences between team members, such as demographic variables (e.g., race) or personality traits; attributes are often referred to as knowledge, skills, abilities, and other characteristics (KSAOs). A distinction is often made between surface-level and deep-level composition variables. Surface-level variables are readily detectable characteristics (e.g., race) or easily accessible information (e.g., professional background) that can shape perceptions prior to interaction as well as affect, behavior, and cognition as team members interact. Deep-level variables are underlying, psychological differences between team members, such as personality traits, that shape affect, behavior, and cognition as team members interact. In general, deep-level composition variables have a stronger and longer lasting influence on teamwork and performance than surface-level variables. In team composition research, the unit-level configuration is of interest. Different models and operationalizations are used to capture how characteristics of team members combine to shape teamwork and performance. They range from simple operationalizations, such as the team mean on a specific trait (e.g., team mean conscientiousness), to complex diversity operationalizations that consider the alignment of multiple attributes (i.e., faultline strength). The goal of team composition research is to identify the KSAOs and configurations that shape teamwork and team performance, and then use this information in the management of teams. Teams can be composed ahead of time to maximize team effectiveness; members can be selected to have optimal fit with other team members and the team task. Team composition information can also be used to inform how to best manage a team over time; for example, how to reward the team. High-level information on team composition can be found in books on team effectiveness, with more comprehensive reviews in annual reviews and book chapters. Cutting-edge team composition theories and research are published in peer-reviewed academic journals, with secondary coverage in news outlets, trade journals, and magazines.

Two sides of the same coin: Exploring how the bright and dark sides of team cohesion can influence sport team performance

2021 ◽  
pp. 174795412110425
Author(s):  
Sanghyun Park ◽  
Seungmo Kim ◽  
Marshall J Magnusen
Keyword(s):  
Team Performance ◽  
Negative Influence ◽  
Positive Influence ◽  
Team Cohesion ◽  
Quadratic Model ◽  
Density Level ◽  
Negative Effects ◽  
Sport Team ◽  
School Network ◽  
And Performance

The purpose of this study was to analyze the potential positive and negative effects of team cohesion on team performance in a sport organization. Unbalanced panel data of 10 teams for the past 22 years (1997 season through the 2017–2018 season) from the Korean Basketball League were collected. A social network analysis approach was employed to measure network density as a proxy variable to measure team cohesion. The panel analysis results indicated team cohesion was shown to have a positive influence on team performance in the linear model as well as a negative influence on team performance in the quadratic model. The interaction effect of manager-player density did not influence team performance. In this study, the pattern of the relationship between team cohesion and performance was an inverted U-shape. Summarily, the density of a player’s school network could negatively influence team performance when it exceeds an optimal density level.

Effects of Team Personality Composition on Member Performance: A Multilevel Perspective

2016 ◽  
Vol 43 (2) ◽  
pp. 316-348 ◽  
Author(s):  
Matthew S. Prewett ◽  
Matthew I. Brown ◽  
Ashita Goswami ◽  
Neil D. Christiansen
Keyword(s):  
Personality Traits ◽  
Team Performance ◽  
Hierarchical Linear Modeling ◽  
Emotional Stability ◽  
Linear Modeling ◽  
Individual Level ◽  
Level Elevation ◽  
Team Personality ◽  
And Performance ◽  
Main Effects

Personality traits are often theorized to affect team performance by predisposing members to perform individual-level behaviors. Yet, member personality traits may also affect team performance by creating contextual influences on member behaviors. As such, the purpose of the present study was to examine the effect of team personality composition on individual-level performance using hierarchical linear modeling. A range of effects for team-level elevation were observed, but few effects emerged for team-level heterogeneity. Main effects from elevation in Extraversion and Openness to Experience were consistently observed across analyses. The main effects from team elevation in Conscientiousness and Agreeableness, however, were only observed prior to controlling for individual-level trait scores or when using a group-mean centering method for individual-level trait scores. In addition, elevation in Conscientiousness and heterogeneity in Emotional Stability moderated the relationships between individual trait scores and performance, such that individual-level relations were stronger when team elevation was higher (Conscientiousness) and heterogeneity was lower (Emotional Stability). These findings provide evidence that team member personality can influence performance through contextual phenomena.

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.

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.

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