Translating Member Ability Into Group Brainstorming Performance: The Role of Collective Intelligence

In investigating how member ability is translated into group brainstorming performance, it was predicted that a group’s collective intelligence (CI) would enable it to capitalize on member ability while maximizing process gains and mitigating process losses. Ninety-nine groups were randomly assigned to complete a short brainstorming task using a hybrid (individual-group work) or collective (only group work) task structure. High CI groups were better than low CI groups at translating member ability into group brainstorming performance. Additionally, this hybrid structure was more beneficial for low CI groups than for high CI groups in generating total ideas.

Unpacking the Role of Feedback in Virtual Team Effectiveness

Feedback is a cornerstone of human development. Not surprisingly, it plays a vital role in team development. However, the literature examining the specific role of feedback in virtual team effectiveness remains scattered. To improve our understanding of feedback in virtual teams, we identified 59 studies that examine how different feedback characteristics (content, source, and level) impact virtual team effectiveness. Our findings suggest that virtual teams benefit particularly from feedback that (a) combines performance-related information with information on team processes and/or psychological states, (b) stems from an objective source, and (c) targets the team as a whole. By integrating the existing knowledge, we point researchers in the direction of the most pressing research needs, as well as the practices that are most likely to pay off when designing feedback interventions in virtual teams.

Team Belonging: Integrating Teamwork and Diversity Training Through Emotions

With the worldwide focus shifting toward important questions of what diversity means to society, organizations are attempting to keep up with employees’ needs to feel recognized and belong. Given that traditionally team and diversity trainings are provided separately, with different theoretical backgrounds and goals, they are often misaligned and ineffective. We review 339 empirical articles depicting a team, diversity, or emotional management training to extract themes and determine which methods are most effective. Although research has demonstrated the importance of belonging for providing positive workplace outcomes, we found that the traditional design of these trainings and lack of emotional management prevent a balance between team and diversity goals, preventing belonging. We propose an integrative training with emotional management to help teams foster optimal belonging, where members can unite together through their differences. Accordingly, our themes inform this training model that can inspire future research into more effective training.

Managing Team Conscientiousness Diversity: The Role of Leader Emotion-Regulation Knowledge

Team members may vary in the degree to which they are self-motivating, diligent, and organized, but effects of such conscientiousness diversity are poorly understood. We propose that conscientiousness diversity effects depend on the team leader’s knowledge about managing negative affective responses—that is emotion regulation knowledge. Data of two time-lagged team studies show that for teams with leaders with lower emotion-regulation knowledge, conscientiousness diversity was negatively associated with team satisfaction (Study 1 and 2), team cohesion and information elaboration (Study 2), which in turn influenced team performance (Study 2). These negative relationships reversed in teams with leaders with higher emotion-regulation knowledge.

Working With More Creative Coworkers and New Product Development Team Performance

This study proposes that working with colleagues who have similar levels of open personality can enhance a person’s social exchange relationship with teammates, which then inspires the person’s creativity. This study also draws on the idea-journey model of creativity and innovation to propose that the positive relationship between team members’ aggregated similarity in openness personality with teammates and the performance of the new product that the team develops is stronger when members of the team possess low levels of openness personality in aggregate. Examining data collected from Taiwanese new product development team engineers, we find support for these arguments.

Predicting Perceptions of Team Process Using Optimal Distinctiveness Theory

There are conflicting findings in team diversity research on whether it is better for an individual on a team to be similar to or different from the rest of the team. This lab study with undergraduates completing a critical thinking and decision-making task uses optimal distinctiveness theory to examine the idea that finding a balance between these two states for team member personality will result in positive perceptions of team process. Our results supported this such that participants had the most positive perceptions of team process when optimally distinct from the rest of the team in terms of personality.

Enhanced Motivation and Decision Making from Going Hybrid

Hybrid brainstorming is ecologically more valid than all-interactive or all-noninteractive brainstorming, yet understudied. Although ideational benefits of hybrid groups have been found, studies have rarely focused on its affective/motivational contributions or ability to select ideas. In a randomized experiment, noninteractive-then-interactive (hybrid) groups perceived (1) higher goal clarity, engagement, and task attractiveness, and (2) chose more quality ideas than all-noninteractive groups. Additionally, (3) given the instruction for both hybrid and all-noninteractive conditions to be critical in idea selection, participants individually selected ideas that were more useful, thus overall higher quality, than the nonselected.

Individual Competencies for Self-Managing Team Performance: A Systematic Literature Review

Self-managing teams are popular but they can only benefit team performance if their members are competent to navigate within self-managing systems. Based on a systematic literature search on self-managing, self-directing, and self-leading teams, we reviewed 84 studies related to KSAOs and traits in self-managing teams. Grounded on existing models of team effectiveness and individual KSAOs, we integrated all findings into one KSAO model and showed the relations of single KSAOs with team performance. The results resembled other KSAO frameworks but were more comprehensive and provided practical application and future research guidance, for example, studying team compositions of individual KSAOs.