Leader Other-Oriented Perfectionism, Team Emergent States, and Team Performance

Abstract The international research on teams, which is inspired by the input-process-output model, is mostly empirical. Researchers in this field look for causal explanations between independent (e.g., team size and team composition) and dependent (e.g., team performance) variables. Recently, some critics have pointed to the deficits in this model. Especially, the temporal, contextual, and dynamic aspects of teams need to be investigated further (multilevel approach). Emergent states, such as team cognitions, team emotions, and team hierarchies, comprise a promising field of study that leads to a more comprehensive and holistic understanding of teams. These emergent states offer an opportunity to reconcile former concepts (Lewin’s gestalt, Koestler’s holarchy, and Cattell’s syntality) with topical team research. Therefore, the future of research on teams may partly lie in its past.

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An Investigation of Team Inputs, Processes, And Emergent States on Performance in a Spaceship Bridge Simulation

Proceedings of the Human Factors and Ergonomics Society Annual Meeting ◽

10.1177/1071181321651115 ◽

2021 ◽

Vol 65 (1) ◽

pp. 1475-1479

Author(s):

Richard J. Simonson ◽

Joseph R. Keebler ◽

Ryan J. Wallace ◽

Andrew C. Griggs

Keyword(s):

Team Performance ◽

Systems Engineering ◽

Team Effectiveness ◽

Team Processes ◽

Simulated Environment ◽

Emergent States ◽

Overall Performance ◽

Input Variables ◽

Research Initiatives ◽

Individual Input

This investigation serves to provide evidence on the effects of various input variables on intact teams through repeated team performance sessions in a team spaceship bridge simulation (i.e. Artemis). The Input Mediator/Moderator Output Input (IMOI) model provides a systems engineering an approach to understand various team and individual input variables contribution to the development of team processes and emergent states, ultimately leading to a team’s ability to perform together. While various prior research initiatives have served to contribute to the pool of evidence of which input variables are most highly predictive of a team’s overall performance, the need for further and recursive input to output investigations is needed. Our results indicate perceived team effectiveness and cohesion are significant predictors in team performance and that skill and knowledge of a simulated environment may overshadow team-specific effectiveness indicators as the team gains experience.

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Effects of guided reflexivity and team feedback on team performance improvement: The role of team regulatory processes and cognitive emergent states

European Journal of Work and Organizational Psychology ◽

10.1080/1359432x.2015.1005608 ◽

2015 ◽

Vol 24 (5) ◽

pp. 777-795 ◽

Cited By ~ 33

Author(s):

Udo Konradt ◽

Michaéla C. Schippers ◽

Yvonne Garbers ◽

Corinna Steenfatt

Keyword(s):

Performance Improvement ◽

Team Performance ◽

Regulatory Processes ◽

Emergent States

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Initial Expectations of Team Performance: Specious Speculation or Framing the Future?

Small Group Research ◽

10.1177/1046496418767554 ◽

2018 ◽

Vol 49 (5) ◽

pp. 600-635 ◽

Cited By ~ 1

Author(s):

Dustin J. Sleesman ◽

John R. Hollenbeck ◽

Matthias Spitzmuller ◽

Maartje E. Schouten

Keyword(s):

Decision Making ◽

Team Performance ◽

Risk Taking ◽

Controlled Environment ◽

Performance Expectations ◽

Decision Making Styles ◽

Decision Biases ◽

The Future ◽

Emergent States ◽

Practical Implications

This study demonstrates that the initial performance expectations of teams, formed even before members are very familiar with each other or the team’s task, are a key determinant of the team’s ultimate success. Specifically, we argue that such early formed beliefs determine the extent to which teams frame their task as a gain or loss context, which affects their orientation toward risk-taking. Our results suggest a self-fulfilling prophecy effect: Initial team performance expectations lead to the fulfillment of such expectations via risk-taking behavior. We also show that teams are less susceptible to this “risk-taking trap” to the extent that members have low avoidant or high dependent decision-making styles. We tested and found support for our predictions in a study of 540 individuals comprising 108 five-member teams working in a controlled environment. Our study contributes to theory on emergent states and decision biases in teams, and we offer a number of practical implications.

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

Swiss Journal of Psychology ◽

10.1024/1421-0185/a000198 ◽

2017 ◽

Vol 76 (3) ◽

pp. 91-105 ◽

Cited By ~ 4

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.

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An Input–Process–Output Model of Pilot Core Competencies

Aviation Psychology and Applied Human Factors ◽

10.1027/2192-0923/a000120 ◽

2017 ◽

Vol 7 (2) ◽

pp. 78-85 ◽

Cited By ~ 5

Author(s):

Heikki Mansikka ◽

Don Harris ◽

Kai Virtanen

Keyword(s):

Path Analysis ◽

Team Performance ◽

Core Competencies ◽

Core Competency ◽

Principal Component ◽

Analysis Model ◽

Input Process ◽

The Core ◽

Performance Framework ◽

Process Output

Abstract. The aim of this study was to investigate the relationship between the flight-related core competencies for professional airline pilots and to structuralize them as components in a team performance framework. To achieve this, the core competency scores from a total of 2,560 OPC (Operator Proficiency Check) missions were analyzed. A principal component analysis (PCA) of pilots’ performance scores across the different competencies was conducted. Four principal components were extracted and a path analysis model was constructed on the basis of these factors. The path analysis utilizing the core competencies extracted adopted an input–process–output’ (IPO) model of team performance related directly to the activities on the flight deck. The results of the PCA and the path analysis strongly supported the proposed IPO model.

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