System Breakdown: The Role of Mental Models and Transactive Memory in the Relationship between Acute Stress and Team Performance

2006 ◽  
Vol 49 (3) ◽  
pp. 576-589 ◽  
Author(s):  
Aleksander P. J. Ellis
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Acute Stress ◽  
Transactive Memory ◽  
System Breakdown ◽  
The Relationship

Effects of Media Compensation on Team Performance: The Role of Demographic Faultlines

2018 ◽  
Vol 49 (6) ◽  
pp. 684-722 ◽  
Author(s):  
Julia Straube ◽  
Annika L. Meinecke ◽  
Kurt Schneider ◽  
Simone Kauffeld
Keyword(s):  
Team Performance ◽  
Communication Technologies ◽  
Communication Behavior ◽  
Engineering Teams ◽  
Working Together ◽  
Using Data ◽  
Effects Of Media ◽  
The Relationship ◽  
Performance Research

Modern-day communication in teams is characterized by a frequent and flexible use of various communication technologies. To understand the relationship between this new way of communication and team performance, research suggests incorporating contextual factors. In this study, we explore the role of demographic faultlines and subsequent subgroup formation using data from 164 students nested in 34 software engineering teams working together over the course of 14 weeks. Multilevel modeling revealed a three-way interaction between media richness, communication intensity, and demographic faultlines on team performance. Weak faultline teams evaluated their performance more positively when they compensated for low communication intensity by using richer communication channels and vice versa. In contrast, strong faultline teams were less able to adapt their communication behavior to increase performance. We discuss theoretical implications for team communication and diversity research and provide guidelines for improving communication in diverse teams.

Leader dark personality and team agreeableness: a recipe for volatile team performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nishant Uppal
Keyword(s):  
Team Performance ◽  
Dark Triad ◽  
Team Leaders ◽  
Content Type ◽  
Team Members ◽  
Sales Team ◽  
Performance Variability ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the effects of the leaders’ dark triad (DT) personality traits, namely, Machiavellianism, Narcissism and Psychopathy, on the team performance variability. Furthermore, this work explores the role of team agreeableness in the above relationship. Design/methodology/approach The study is based on the longitudinal and archival data obtained from the sales team (team leaders: n = 190; team members: n = 832) of 19 firms dealing with fast-moving consumer goods in India. Findings From the finding of the study, it can be inferred that the presence of DT traits in the leaders causes high fluctuations in team performance. Besides, team agreeableness was found to moderate the relationship between the DT traits of the leaders and the team performance variability. Originality/value The theoretical and practical implications of the study are also discussed.

Better to be flexible than to have flunked

2015 ◽  
Vol 26 (5) ◽  
pp. 823-843 ◽  
Author(s):  
Chieh-Peng Lin ◽  
Sheng-Wuu Joe ◽  
Shih-Chih Chen ◽  
Huei-Jyuan Wang
Keyword(s):  
Team Performance ◽  
Advanced Technology ◽  
High Tech ◽  
Content Type ◽  
Team Efficacy ◽  
Mediating Role ◽  
Service Staff ◽  
Exogenous Factors ◽  
The Relationship

Purpose – High team performance helps achieve several organizational benefits, such as strengthened competitive advantages, enhanced productivity, and higher profits and market share. For these reasons, the purpose of this paper is to propose a model based on the framework of proactive motivation and the theory of collectivism to analyze the formation of service flexibility and team performance. Design/methodology/approach – To test the hypotheses, this study conducts a survey of service staff in teams from high-tech firms in a well-known industrial zone in Northern Taiwan. These teams provide service for their industrial customers. From the survey, this study confirms the full mediating mechanism of service flexibility among the teams. Findings – The test results reveal that service flexibility fully mediates the relationship between team performance and its exogenous factors. Whereas collectivism negatively moderates the relationship between team efficacy and service flexibility, it does not moderate the relationship between service recovery and service flexibility. Furthermore, collectivism positively moderates the relationship between service flexibility and team performance. Originality/value – This study provides important findings that complement previous literature by examining three fresh antecedents for explaining how team performance is motivated by the mediating role of service flexibility and how some of the study’s model paths are moderated by collectivism. The mediating role of service flexibility indicates that managers can apply service flexibility as a firewall that calibrates a team’s input and output. Managers should encourage the application of agile solutions and advanced technology for facilitating team flexibility, consequently improving team performance.

Shared mental models as moderators of team process-performance relationships

2010 ◽  
Vol 38 (4) ◽  
pp. 433-444 ◽  
Author(s):  
Ying Zhou ◽  
Erping Wang
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Positive Impact ◽  
Project Planning ◽  
Shared Mental Models ◽  
Future Research ◽  
Team Process ◽  
Team Processes ◽  
And Performance ◽  
The Relationship

The effects of shared mental models on the relationship between episodic team behavioral processes and performance were investigated, while teams were using an experimentally stimulated construction project planning program. The results indicated that episodic team processes made positive contributions to the team performance. Furthermore, a hierarchical linear regression indicated that the convergence of shared teamwork mental models moderated the effects of team processes on team performance. Specifically, the positive impact of team processes on performance was found to be improved for those teams who shared more similar teamwork mental models than for teams who hold fewer similar teamwork mental models. Potential implications and relevant impacts on future research are discussed.

scholarly journals The Effect of a Concept Mapping Intervention on Shared Cognition and Adaptive Team Performance Over Time

2021 ◽  
pp. 105960112098162
Author(s):  
Catarina M. Santos ◽  
Sjir Uitdewilligen ◽  
Ana M. Passos ◽  
Pedro Marques-Quinteiro ◽  
M. Travis Maynard
Keyword(s):  
Mental Models ◽  
Concept Mapping ◽  
Team Performance ◽  
Empirical Work ◽  
Memory Systems ◽  
Transactive Memory ◽  
Shared Cognition ◽  
Transactive Memory Systems ◽  
Team Adaptation ◽  
Task Change

Research has demonstrated the value of team adaptation for organizational teams. However, empirical work on interventions that teams can take to increase adaptive team performance is scarce. In response, this study proposes a concept mapping intervention as a way to increase teams’ ability to adapt following a task change. Particularly, this study examines the effect of a concept mapping intervention on team transition adaptation (the drop in performance after a change) and reacquisition adaptation (the slope of performance after the change) via its effect on task mental models and transactive memory systems. We conducted a longitudinal experimental study of 44 three-person teams working on an emergency management simulation. Findings suggest that the concept mapping intervention promotes reacquisition adaptation, task mental models, and transactive memory systems. Results also suggest that task mental models mediate the effect of the concept mapping intervention on reacquisition adaptation. A post hoc analysis suggests that the concept mapping intervention is only effective if it leads to high task mental model accuracy. Our study presents concept mapping as a practical intervention to promote shared cognition and reacquisition adaptation.

scholarly journals Positive Institutions and their relationship with transformational leadership, empathy and team performance

2015 ◽  
Vol 2 (2) ◽  
pp. 38 ◽  
Author(s):  
Jessica Solares Menegazzo ◽  
Valeria Cruz-Ortiz ◽  
Alberto Ortega-Maldonado ◽  
Marisa Salanova
Keyword(s):  
Transformational Leadership ◽  
Team Performance ◽  
Work Teams ◽  
Correlation Coefficients ◽  
Educational Institutions ◽  
Average Deviation ◽  
Mediating Role ◽  
Interclass Correlation ◽  
The Relationship

<p>The current study tests the relationship between transformational leadership, empathy and excellent team performance, based on the HEalthy &amp; Resilient Organizations (HERO) Model (Salanova, Llorens, Cifre &amp; Martínez, 2012) in positive institutions, the third pillar of positive psychology (Seligman &amp; Csikszentmihalyi, 2000). The study of empathy and its role in companies is important because it is not yet widely known the benefits that can provide to any institution. The study attempt to show a full mediating role of empathy in this relationship. The sample consist on  69 work teams, from 7 Small -and Medium- sized Enterprises (SMEs) including 4 educational institutions and 3 institutions of medical services from Spain. The Interclass Correlation Coefficients (ICC1 and ICC2) and the Average Deviation Index (ADM(J)) supports data aggregation at the team level. The results using SEM, through work teams, supported the hypothesis, that is, the empathy plays a full mediating role between transformational leadership and excellent team performance. Finally, theoretical and practical implications of the results are discussed.</p>

scholarly journals INNOVATION IN LEADERSHIP AND TEAM PERFORMANCE: EVIDENCE FROM INDONESIA PROPERTY AGENT INDUSTRY

2018 ◽  
pp. 133
Author(s):  
Christianto Prasetyo Purwadita ◽  
Achmad Sudiro ◽  
Mugiono Mugiono ◽  
Idris Idris
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Team Performance ◽  
Partial Least Square ◽  
Least Square ◽  
Team Members ◽  
The Relationship ◽  
Transactional And Transformational Leadership

<p>This research aims to examine the role of innovation in the effects of transactional and transformational leadership on team performance at PropNext Reality Indonesia. The sample consist of 90 team members of PropNext Reality Indonesia. To examine the hypotheses and mediation variable, this research used Partial Least Square (PLS) and sobel test online. This research found that all hypotheses tested were positive and significant except the first hypothesis, transactional leadership has no significant effects on team performance. In addition, it also found that innovation can mediate the relationship between transactional or transformational leadership on team performance. These results confirmed and contradicted to the previous studies conducted.</p>

The Mediating Effects of Team Efficacy on the Relationship Between a Transactive Memory System and Team Performance

2010 ◽  
Vol 38 (7) ◽  
pp. 865-869 ◽  
Author(s):  
Bangcheng Liu ◽  
Zhi Zang
Keyword(s):  
Longitudinal Study ◽  
Team Performance ◽  
Transactive Memory ◽  
Memory System ◽  
Mediating Effects ◽  
Transactive Memory System ◽  
Team Efficacy ◽  
The Relationship

Many researchers have shown that a transactive memory system (TMS) improves a team's performance. However, the relationship between TMS and team performance remains unexplored. In this longitudinal study of team efficacy, with 31 course teams, the results demonstrate that team efficacy fully mediates TMS and team performance. These findings have implications for improving team performance.

The role of shared leadership in enhancing the quantity and quality of team performance: The influence of perceived task complexity

2019 ◽  
Vol 27 (5) ◽  
pp. 30-32
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Task Complexity ◽  
Content Type ◽  
Team Members ◽  
Team Decision ◽  
First Time ◽  
The Relationship

Purpose This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this relationship. Design/methodology/approach Data was gathered from 26 teams of students from a major university in Germany who completed a laboratory team decision-making exercise. Findings The results suggest that teams sharing leadership showed better team performance and made fewer errors. They achieved higher levels of quality of performance. In addition, if the team members viewed the task as highly complex then the quality of their performance was increased. Practical implications Therefore for organizations to optimize team performance shared leadership should be promoted, the SNA should be used to develop interventions and training and influencing perceptions of task complexity should be considered as an important strategy to stimulate shared leadership in teams. Originality/value This paper has an original approach by testing for the first time how perceived task complexity moderates the relationship between shared leadership and team performance and by developing an original team task to investigate shared leadership.

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