Team climate,climate strength and team performance. A longitudinal study

We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two‐wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time.     

团队断裂带对团队绩效的影响：团队交互记忆系统的作用

对团队构成与团队绩效关系的认识有助于充分利用团队结构优势、提高团队效能、建立竞争优势。理论界对团队断裂带与团队绩效的关系给予了极大关注, 然而遗憾的是, 研究结果还存在较大分歧。通过明确团队断裂带的属性类别, 探索团队断裂带与团队绩效之间的中介机制, 试图系统解释分歧产生的原因。基于115个实际工作团队配对样本数据的结构方程模型分析表明, 信息相关断裂带通过提高团队交互记忆系统水平促进团队绩效; 社会属性断裂带与团队交互记忆系统或团队绩效都无显著关系。本研究结果有助于深化对团队断裂带内涵及效能机制的认识, 推动团队断裂带理论的发展。     

Embracing transformational leadership: team values and the impact of leader behavior on team performance

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.     

The differential effect of team members' trust on team performance: The mediation role of team cohesion

This study examines team performance as affected by various trusting relationships: trust between team members and the team's trust in their direct manager and in top management. Data for the study were collected from a survey of 690 professional elite athletes (belonging to 59 different sports clubs) playing in the regular, top professional Spanish leagues. The model was tested at the team level. Findings reveal that team member trust with respect to the different foci has both a direct and indirect effect on team performance, and that team player trust and cohesion play a mediating role. This study illustrates the dynamic relationship within teams, and, as such, trust among teammates mediates the relationship between trust in the coach as well as team cohesion in determining team performance. The implications for managing teams in other contexts are also evaluated.     

Personality and the prediction of team performance

Although much is known about personality and individuals' job performance, only a few studies have considered the effects of team‐level personality on team performance. Existing research examining the effects of personality on team performance has found that, of the Big Five factors of personality, Conscientiousness is often the most important predictor. Accordingly, we investigated the criterion validity of lower‐level Conscientiousness traits to determine whether any one trait is particularly predictive of team performance. In addition to Conscientiousness, we examined the criterion validity of the other Big Five personality factors. We found that Conscientiousness and its facets predicted team performance. Agreeableness, Extraversion and Neuroticism were not predictive of team performance, whereas Openness had a modest negative relation with team performance. Copyright © 2010 John Wiley & Sons, Ltd.     

A methodological note on evaluating performance in a sustained-attention-to-response task

We evaluated the influence of speed–accuracy trade-offs on performance in the sustained attention to response task (SART), a task often used to evaluate the effectiveness of techniques designed to improve sustained attention. In the present study, we experimentally manipulated response delay in a variation of the SART and found that commission errors, which are commonly used as an index of lapses in sustained attention, were a systematic function of manipulated differences in response delay. Delaying responses to roughly 800 ms after stimulus onset reduced commission errors substantially. We suggest the possibility that any technique that affects response speed will indirectly alter error rates independently of improvements in sustained attention. Investigators therefore need to carefully explore, report, and correct for changes in response speed that accompany improvements in performance or, alternatively, to employ tasks that control for response speed.     

A note on further experiments on the effects of meprobamate on discrimination performance in the monkey

A previous experiment (Gross and Weiskrantz, 1961) has shown that performance on a successive auditory discrimination task is impaired by injections of meprobamate. The present two brief experiments indicate that the drug also impairs simultaneous visual discrimination performance, although not to the same degree as found earlier for auditory discrimination. The original finding, therefore, cannot be attributed simply to unique features of the auditory discrimination situation, such as the “go—no-go” response contingency. Since neither overtraining nor drug habituation appears to be of great importance, it is suggested that the lesser effect of the drug in these experiments reflects the greater stability of visual than auditory habits in the monkey.

Earlier work has shown that meprobamate and reserpine can cause a severe deterioration in auditory discrimination performance of monkeys (Gross and Weiskrantz, 1961). This result was taken as supporting a hypothesis, growing out of still earlier research, that tranquillizers decrease the utilization of sensory information (Weiskrantz and Wilson, 1956; Weiskrantz, 1957).

The auditory task, as is almost always the case with monkeys as subjects, involved a “go—no-go” type of response contingency—i.e. the animal had to respond to the positive stimulus and had not to respond to the negative stimulus in order to achieve reward. It might be objected, therefore, that the deterioration in performance was associated not with discrimination as such but with the animals' willingness to perform at all. In fact, it was found that the animals tended to make most of their errors under the drugs by responding when they should not rather than not responding when they should.

The purpose of the present experiments, therefore, was to test the animals with a visual discrimination task in which both the positive and negative stimuli were presented simultaneously. An effect of the drug could not, in this situation, be characterized simply as altering the responsiveness of the animal. A further purpose in using visual stimuli was to test the generality of the earlier finding in a sense modality other than audition.     

A note on the measurement of conditional discrimination.

An analysis of some extreme forms of stimulus control that a simple conditional-discrimination procedure can generate leads to the conclusion that accuracy does not provide an orderly scale of measurement. Dependence on accuracy to evaluate a conditional discrimination, particularly at intermediate levels of accuracy, can generate erroneous conclusions about the extent to which the controlling relations are those specified by the experimenter.     

Relationships among team ability composition, team mental models, and team performance

This study examined the relationship between the similarity and accuracy of team mental models and compared the extent to which each predicted team performance. The relationship between team ability composition and team mental models was also investigated. Eighty-three dyadic teams worked on a complex skill task in a 2-week training protocol. Results indicated that although similarity and accuracy of team mental models were significantly related, accuracy was a stronger predictor of team performance. In addition, team ability was more strongly related to the accuracy than to the similarity of team mental models and accuracy partially mediated the relationship between team ability and team performance, but similarity did not.     

Determinants of evaluation of team performance

Abstract.— The purpose of this study was to examine factors affecting the evaluation of the achievement behavior of a group . Subjects were asked to play the role of team members who have to convey their feedback to the whole team right after the performance. 214 subjects (males and females, high and low achievers) evaluated the achievement behavior of a group, a sports team. They were given knowledge of the group's performance outcomes (5 outcomes from clear win to clear loss), of the group's ability (yes or no) and of the effort (yes or no) expended by the group members. These factors yielded the 20 situations judged by each subject. In addition, half of the subjects evaluated a team performing under conditions of high competition and half under conditions of low competition. The results revealed that effort and outcome form major determinants of achievement judgments, but effects of these determinants depend on the joint influences of effort, outcome and ability. Need for achievement level of subjects and the type of situation did not affect achievement judgments. Overall, females were more rewarding among themselves than males in their own groups.     

Age and management team performance

One hundred eighty male managers participated as age-homogeneous 4-person teams in a validated all-day decision-making simulation. Fifteen teams consisted of 28- to 35-year-old participants (young), 15 teams were in the 45-55 age range (middle-aged), and 15 teams consisted of 65- to 75-year-old (older) persons. More than 40 objective performance measures (loading on 12-15 factors) were calculated on the basis of team decision making, planning, and other indicators. Performance by young and middle-aged teams was generally similar. Older teams made fewer decisions and were less strategic and less responsive to incoming information. Their overview of the task was less broad; action diversity and information search was reduced. However, older teams used opportunities and handled a simulated emergency as effectively as their younger and middle-aged counterparts. Alternative explanations for the obtained differences are presented.     

A multiple-goal, multilevel model of feedback effects on the regulation of individual and team performance

When working as a member of a team, individuals must make decisions concerning the allocation of resources (e.g., effort) toward individual goals and team goals. As a result, individual and team goals, and feedback related to progress toward these goals, should be potent levers for affecting resource allocation decisions. This research develops a multilevel, multiple-goal model of individual and team regulatory processes that affect the allocation of resources across individual and team goals resulting in individual and team performance. On the basis of this model, predictions concerning the impact of individual and team performance feedback are examined empirically to evaluate the model and to understand the influence of feedback on regulatory processes and resource allocation. Two hundred thirty-seven participants were randomly formed into 79 teams of 3 that performed a simulated radar task that required teamwork. Results support the model and the predicted role of feedback in affecting the allocation of resources when individuals strive to accomplish both individual and team goals.     

A note on stability in force applied to control a repetitive task with the legs

The forces applied to pedals during cycling were collected every 40 ms from approximately 29,000 movement repetitions. Intra-cycle mean values of force and its variability were significantly correlated, supporting Schmidt's impulse variability theory of within-movement activities of the legs. In addition, as mean forces approached peak values, coefficients of variation decreased. From averages taken minute by minute, intra-cycle forces were seen to rise or fall in concert, implying that the pattern as a whole constituted a significant neuro-muscular unit of control.     

The curvilinear effect of benevolent leadership on team performance: The mediating role of team action processes and the moderating role of team commitment

Leaders are encouraged to show benevolence to followers in paternalistic cultures. Yet, there remains debate about whether the influence of increasingly benevolent leadership on follower outcomes is linearly favorable. Grounded in the too‐much‐of‐a‐good‐thing effect and resource allocation theory, we developed and tested a model considering a potential curvilinear relationship between benevolent leadership and team performance while also examining the mediating role of team action processes. We further reasoned that this curvilinear indirect effect would be moderated by team commitment, which could neutralize the diminishing performance returns resulting from excessive benevolent leadership. To test these ideas, we carried out two studies. In the first study, multisource and time‐lagged data collected from 381 employees working in 104 research and development teams showed that benevolent leadership exhibited an inverted U‐shaped relationship with team performance, but this curvilinear relationship disappeared in teams with high team commitment. In the second study, we replicated and extended our results using a sample of 417 employees from 101 hotel management teams of a large hotel chain. Specifically, we found an inverted U‐shaped relationship between benevolent leadership and team action processes, which mediated the inverted U‐shaped relationship between benevolent leadership and team performance. Moreover, this indirect curvilinear effect only held in teams with low team commitment. We discuss the implications of our findings for both theory and practice.