Does positive team mood mediate the relationship between team climate and team performance?

We tested whether the relationship between a team climate of support from the organization and team performance is mediated by positive team mood. Recent research has shown that this team climate facet is related to team performance, but we do not have any empirical evidence about the mechanisms involved in this relationship. The study sample was composed of 59 bank branches, and a longitudinal design with three data-collection points was implemented. The results showed that a team climate of support from the organization was positively related to positive team mood, which in turn was positively related to team members' ratings of team performance.     

When does gender diversity enhance team performance? The dual need for visionary leadership and team tenure

Teams in organizations are becoming more gender diverse as women continue to participate more in the workforce than ever before. Prior theory and research indicate that the characteristics of the team influence whether gender diversity in a team is an asset or a detriment. As such, this research explores a contingency model of the relation between gender diversity and team performance and looks to understand conditions that make this relation positive or negative. Specifically, we examine how leader vision communication (i.e., visionary leadership) affects the relation between gender diversity and team performance. Results from a sample of 595 full-time employees across 106 teams in China indicate that leader vision communication moderates the relation between gender diversity and team performance such that when leader vision communication is low gender diversity decreases team performance and when leader vision communication is high gender diversity has no significant relation with team performance. We also test whether team tenure changes this relationship. Our results suggest that gender diversity improves team performance when both leader vision communication and team tenure are high. The findings in our sample demonstrate that gender diversity can help teams enhance performance, but only when the conditions are right for gender-diverse teams to flourish.     

Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity

Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time-lagged data collected from 251 full-time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self-efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual-focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group-focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.     

The impact of identity leadership on team functioning and well-being in team sport: Is psychological safety the missing link?

The purpose of this study was to investigate the role of psychological safety in explaining the impact of identity leadership on team performance and athlete well-being. Adopting a cross-sectional survey design, 289 handball players rated the identity leadership skills of their coach, their captain, and the informal leaders in the team, as well as various performance- and well-being-related measures. Structural equation modelling (controlling for the nested structure of our data) revealed that by demonstrating identity leadership, coaches, captains, and in particular informal athlete leaders, all had a unique contribution in strengthening their team members’ identification with their team. By this shared sense of ‘us’, athletes felt psychologically safe in their team to speak up, provide input, and take risks. In line with our hypotheses, this sense of psychological safety acted as a mediator between identity leadership and two subsequent pathways: (1) a team-oriented pathway in which psychological safety inspired good teamwork, which fostered team resilience and, in turn, enhanced athletes’ satisfaction with their team’s performance; and (2) an individual-oriented pathway wherein psychological safety buffered against athletes’ burnout, thereby enhancing their health. In addition to these pathways mediated by psychological safety, the informal leaders directly influenced the performance pathway (with total effect sizes being 10 times larger than those of coaches and team captains), whereas coaches had a direct influence on the health pathway (with total effect sizes being three times larger than those of informal leaders and captains). Given the often-underestimated importance of the informal leaders, sport teams can be recommended to adopt a structure of shared leadership in which team members are encouraged to engage in identity leadership. In conclusion, we found that by nurturing a shared sense of ‘we’ and ‘us’ within the team, leaders are able to foster a psychologically safe environment, which in turn paves the way for an optimal team functioning and a healthier team.     

To transfer or not to transfer? Investigating the combined effects of trainee characteristics, team leader support, and team climate

Eighty pilots participated in a study of variables influencing the transfer process. Posttraining performance was assessed in a flight simulation under 1 of 2 conditions. Those in the maximum performance condition were made aware of the skill to be assessed and the fact that their teammates were confederates, whereas those in the typical performance condition were not. The results indicated that (a) simulator ratings correlated with a measure of transfer to the cockpit for those in the typical condition only; (b) team leader support, manipulated in a pretask brief, moderated the disparity between maximum and typical performance; (c) team climate mediated the impact of support on performance in the typical condition; (d) those with a stronger predisposition toward the trained skill viewed their climate as more supportive; and (e) perceptions of team climate were better predictors of performance for those with a more external locus of control.     

Team members’ emotional displays as indicators of team functioning

Emotions are inherent to team life, yet it is unclear how observers use team members’ emotional expressions to make sense of team processes. Drawing on Emotions as Social Information theory, we propose that observers use team members’ emotional displays as a source of information to predict the team's trajectory. We argue and show that displays of sadness elicit more pessimistic inferences regarding team dynamics (e.g., trust, satisfaction, team effectiveness, conflict) compared to displays of happiness. Moreover, we find that this effect is strengthened when the future interaction between the team members is more ambiguous (i.e., under ethnic dissimilarity; Study 1) and when emotional displays can be clearly linked to the team members’ collective experience (Study 2). These studies shed light on when and how people use others’ emotional expressions to form impressions of teams.     

7–0? That is awful! Should I trust my national team again?: The role of mindsets in team trust

This investigation examined the role of mindsets in team trust after a major loss. It is proposed that individuals can believe that personal characteristics are fixed and that there is not much one can do about it (a fixed mindset) or that personal characteristics are malleable and that one can improve (a growth mindset). The participants, self-identified football fans, were shown a picture of a major loss experienced by the Mexican national team and then answered questions that assessed the participants' team trust, intention to provide future support, and mindsets. We conceptualised mindsets as latent variables and classes to test our hypotheses. The results from the latent variable model showed a significant, positive influence of a growth mindset on team trust. Similarly, the results from the latent class model showed that the class characterised by high levels of a growth mindset was more likely to trust the national team. Regarding intentions to provide future support to the national team, a growth mindset had an indirect, positive effect through its influence on team trust. Similarly, the class with high levels of a growth mindset was more likely to support the national team in the future. The implications for social psychology and consumer behaviour are discussed.     

Does diversity in team members’ agreeableness benefit creative teams?

Although deep-level diversity among team members are often discussed as important catalysts of team creativity, little is currently understood about the impact of diversity in team members’ personality on team creativity and team satisfaction. We propose that diversity in team members’ agreeableness would reduce the effectiveness of creative teams through its impact on team conflict experienced. To test our hypotheses, we recruited 93 student teams to participate in a laboratory study where each member had their personality traits assessed before engaging in a team creativity task. We found that diversity in team members’ agreeableness was positively associated with team task conflict experienced which, in turn, was negatively associated with team creativity. Additionally, we found that diversity in team members’ agreeableness was positively associated with team relationship conflict, which, in turn, was negatively associated with team satisfaction. Implications and future directions are discussed.     

Reflective team and process-oriented supervision – a case study on differences

To meet the Swedish healthcare legislation’s requirements for evidence-based care, a work model for reflection has been developed, called a reflective team (RT). Because this RT model can be perceived as either a competitor of or a complement to caring supervision, this case study aims to explore what distinguishes these two in psychiatric care. Five members of one RT who are psychiatric nurses with previous experiences in caring supervision were interviewed. The transcribed interviews were analysed according to phenomenography. The findings reveal three qualitatively separated categories, which describe differences in focus, competencies, and relationships between confirmation and demands. It is concluded that an RT by no means replaces supervision. Instead, both can contribute to care improvement by complementing each other and increasing the professionalism of psychiatric nurses.     

Group decision making in the planning team process: Myth or reality?

Based upon theories from organizational psychology, this study assessed the relationships among school staff role, participation, and satisfaction during planning Team meetings which decide special education placements and programming. A strong positive relationship was found between staff role and participation. Regular education teachers were lowest in participation and satisfaction whereas school psychologists were ranked the highest on both variables. Other staff roles did not necessarily show a one-to-one relationship between participation and satisfaction levels, yet within roles, the level of satisfaction increased with higher levels of participation. These findings were discussed in the context of interdisciplinary decision making and implementation of the placement team decision.     

Empathic accuracy in coach–athlete dyads who participate in team and individual sports

ObjectiveThe purpose of the present study was to investigate the empathic accuracy of coach–athlete dyads participating in team and individual sports.MethodAn adaptation of Ickes's [2001. Measuring empathic accuracy. In J. A. Hall & F. J. Bernieri (Eds.), Interpersonal sensitivity (pp. 219–242). Mahwah, NJ: Lawrence Erlbaum Associates] unstructured dyadic interaction paradigm was used to assess the empathic accuracy of 40 coach–athlete dyads. Accordingly, each dyad was filmed during a training session. The dyad members viewed selected video footage that displayed discrete interactions that had naturally occurred during that session. Dyad members reported what they remembered thinking/feeling while making inferences about what their partner's thought/felt at each point. Empathic accuracy was estimated by comparing self-reports and inferences.ResultsThe results indicted that accuracy for coaches in individual sports was higher than coaches in team sports. Shared cognitive focus also differed between team and individual sports, and fully mediated the effect of sport-type on coach empathic accuracy. Moreover, coaches whose training sessions were longer demonstrated increased empathic accuracy. No differences were found for athletes.ConclusionsThe results suggest that the dynamics of the interaction between a coach and an athlete play a key role in how accurately they perceive each other.     

Angular relationships regulate coordination tendencies of performers in attacker–defender dyads in team sports

This study examined the continuous interpersonal interactions of performers in dyadic systems in team sports, as a function of changing information constraints. As a task vehicle, we investigated how attackers attained success in 1v1 sub-phases of basketball by exploring angular relations with immediate opponents and the basket. We hypothesized that angular relations would convey information for the attackers to dribble past defenders. Four basketball players performed as an attacker and defender in 1v1 sub-phases of basketball, in which the co-positioning and orientation of participants relative to the basket was manipulated. After video recording performance behaviors, we digitized participant movement displacement trajectories and categorized trials as successful or unsuccessful (from the attackers’ viewpoint). Results revealed that, to successfully dribble past a defender, attackers tended to explore the left hand side of the space by defenders by increasing their angular velocity and decreasing their angular variability, especially in the center of the court. Interpersonal interactions and goal-achievement in attacker–defender dyads appear to have been constrained by the angular relations sustained between participants relative to the scoring target. Results revealed the functionality of exploratory behaviors of participants attempting re-align spatial relations with an opponent in 1v1 sub-phases of team games.     

Unlocking the effects of gender faultlines on team creativity: is activation the key?

The purpose of this study was to use faultline theory to examine the effects of gender diversity on team creativity. Results from 80 teams working on an idea generation task indicated that the activation of gender faultlines negatively affected the number and overall creativity of ideas. However, gender faultlines that were not activated had no effect. Results also indicated that the relationship between activated gender faultlines and team creativity was partially mediated by the level of conflict within the team. Specifically, emotional conflict partially mediated the effects of activated gender faultlines on the number of ideas generated. Implications are discussed, as well as possible limitations and directions for future research.     

Hiding behind a mask? Cultural intelligence,knowledge hiding,and individual and team creativity

Culturally diverse colleagues can be valuable sources for stimulating creativity at work, yet only if they decide to share their knowledge. Drawing on the social exchange theory, we propose that cross-cultural interactions among individuals from different national backgrounds can act as a salient contingency in the relationship between knowledge hiding and creativity (individual and team). We further suggest, based on the social categorization theory (e.g., the categorization process of “us” against “them” based on national differences), that cultural intelligence enhances the likelihood of high-quality social exchanges between culturally diverse individuals and, therefore, remedies the otherwise negative relationship between individual knowledge hiding and individual creativity. Two studies using field and experimental data offer consistent support for this argument. First, a field study of 621 employees nested among 70 teams revealed that individual knowledge hiding is negatively related to individual creativity and that cultural intelligence moderates the relationship between knowledge hiding and creativity at an individual level. A quasi-experimental study of 104 international students nested in 24 teams replicated and extended these findings by implying that individual knowledge hiding is also negatively related to team creativity. We discuss the implications for practice and future research.     

Can I leave my hat on? A cross-level study of multiple team membership role separation

This article conceptualizes role separation in multiple team membership (MTM) (i.e., the extent to which a multiteamer's role within a focal team is different from his/her role in another team) as a key predictor of individual and team outcomes. Existing literature on MTM focuses primarily on the total number of concurrent teams that an individual contributes to, and thus largely ignores the potential diversity that may characterize MTM. In Study 1, we develop and validate a measure of MTM role separation that reflects differences in (a) expected work results; (b) team collaboration; (c) leader expectations; and (d) client and/or customer characteristics. In Study 2, we use field data to examine the cross-level implications of MTM role separation. As expected, we find that MTM role separation is positively related to a multiteamer's role ambiguity within a focal team and, by extension, harms the performance of the entire focal team. This indirect relationship is not observed when a focal team's teamwork quality (TWQ) is high. We discuss how these findings advance our understanding of the multifaceted and multi-level nature of MTM and help multiteamers, team leaders, and organizations deal with MTM's challenges.     

Is an interest in computers or individual/team sports associated with adolescent psychiatric disorders?

The Internet plays a major role in adolescents' free time activities and communication nowadays. The aim here was to investigate the possibility of an association of computers and video games or sports (team, individual) with psychiatric disorders among underage psychiatric inpatients. The series of adolescents (n?=?508) had been diagnosed using semistructured interviews (K-SADS-PL). The results showed that an interest in computers and video games did not increase the risk of any specific psychiatric disorder among these adolescent inpatients, but the likelihood of a substance-related disorder was statistically significantly lower among the boys with computers as a hobby. Team sports were related to increased likelihood of conduct disorder among the boys, whereas the likelihood of an affective disorder was reduced. No such association was found in individual sports or among the girls. We conclude that social contacts and peers play an important role in preventing adolescent depression.     

360°-multiple object tracking in team sport athletes: Reliability and relationship to visuospatial cognitive functions

IntroductionIn team sports, the ability to visually track the movements of teammates and opponents simultaneously is a critical aspect of success. In sports psychology, this ability can be examined with the help of the multiple object tracking paradigm. The current study investigated the relationship between task performance in a novel 360°-multiple object tracking task and visuospatial cognitive functions as well as the reliability of the task.MethodsIn a sample of 153 team sport athletes the relationships between performance in the 360°-multiple object tracking task and performance in a spatial attention task, a spatial working memory task, and a fluid intelligence task at a first time of measurement were investigated. Additionally, at a second time of measurement the test-retest reliability of the 360°-multiple object tracking task was measured over a six-week interval in a subsample of 65 athletes.ResultsThe expected significant correlations between the performance in the 360°-multiple object tracking task and the tasks measuring spatial attention and working memory were observed. Test-retest reliability analysis indicated a good reliability of the procedure.ConclusionsThe results of this study demonstrate that the novel 360°-multiple object tracking task allows the reliable assessment of visuospatial cognitive performance of athletes in a dynamic 360°-environment.     

Transforming roles to support student development of academic literacies: a reflection on one team’s experience

Social work is a discipline that attracts students from diverse academic backgrounds. Many are first in family to attend university, and come to university through alternative pathways such as vocational education. As a result, there are higher levels of attrition compared to other disciplines, especially in the first year. To address this, and in keeping with a commitment to provide accessible education, one school of social work undertook a project to embed academic literacies into the curriculum. This paper used Gibb’s reflective process to explore how this was experienced by team members. Data were collected via staff focus groups at two different points in time across the project and compared. The reflection unpacked a number of tensions experienced by team members, including concerns about potential loss of resources as a result of academics adopting new roles, and concerns about implementing what was seen as Westernised academic skills which may not fit with students’ ways of thinking and creating knowledge. Overfull curricula and constant change also appeared to be of concern. The reflection highlighted that to achieve effective and sustainable change, action was required at multiple levels.     

Employees’ work effort as a function of leader group prototypicality: the moderating role of team identification

The social identity model of organizational leadership (SIMOL; Hogg and van Knippenberg, 2003 was extended analyzing the degree of employees’ effort as individual outcome of leadership effectiveness. Two studies were conducted with Italian participants. Study 1 was a survey conducted with 68 employees of a medium size company. Results showed the significant two-way interaction effect of team identification × leader group prototypicality in predicting employees’ work effort. Study 2, including 124 students, was a 2 × 2 within subject design (team identification high vs. low × leader group prototypicality high vs. low) using scenarios. Results confirmed experimentally the causal relationship between such variables: subjects in condition of high team identification and high leader group prototypicality perceive leaders as more effective than the subjects in the other three conditions.