What Do You Think About What the Team Said? The Solution-Focused Reflecting Team as a Virtual Therapeutic Community

The authors describe the use of Solution-Focused Brief Therapy with the use of a reflecting team and discuss the benefits they have found for the clients, the reflecting team, and the therapist.     

How Do Happy Leaders Enhance Team Success? The Mediating Roles of Transformational Leadership,Group Affective Tone,and Team Processes1

Extending previous research regarding the relationship between leader positive moods and team performance, the present study examined 2 mediating mechanisms that explain the leader positive moods–team performance linkage: transformational leadership, and positive group affective tone. Data were collected from 85 sales teams (85 team leaders, 365 team members). Structural equation modeling analyses were performed to test the hypotheses. The results showed that leader positive moods not only directly enhanced team performance, but also indirectly led to improved team performance through the explicit mediating process (i.e., transformational leadership) and the implicit mediating process (i.e., positive group affective tone). Theoretical and practical implications are discussed.     

Are Smart Communicators Better? Soldier Aptitude and Team Performance

This article describes research conducted to provide empirically based, quantitative estimates of the relation between soldier aptitude and team performance. This study examines teams of Signal personnel, who operate communications systems allowing command and control among Army units on the battlefield. Soldiers are assigned at random into teams varying in aptitude, and performance is tested and measured in a controlled setting. The study finds that the team members' scores on the Armed Forces Qualification Test predict their ability to install and operate communications networks. Moreover, the aptitudes of all team members contribute to the probability of a successful outcome. The study concludes that lowering accession standards could degrade team performance among Signal operators who must interact with each other to provide usable battlefield communications systems.     

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.     

The Team Personality–Team Performance Relationship Revisited: The Impact of Criterion Choice,Pattern of Workflow,and Method of Aggregation

Using meta-analytic evidence, this study tested trait- and task-based theoretical approaches to team personality management, using both team behaviors and team outcomes as criteria. Trait theories state that maximization of the team trait is harmful for Extroversion (complementary team fit) but beneficial for Conscientiousness, Agreeableness, and Emotional Stability (supplementary fit). Task-based theories state that tasks with few work exchanges are best reflected by mean trait scores, whereas tasks with frequent work exchanges are best represented by other types of scores (e.g., minimum score). Correlations between different aggregations of team personality and team performance were coded, as well as the study criterion choice and the pattern of workflow (as moderators). Partial support for both trait and task theories were found. Team Conscientiousness and Agreeableness provided supplementary fit primarily with team behaviors, but there was mixed evidence that Extroversion provided complementary fit. Furthermore, minimum and variance measures of the team trait related to team performance in tasks with frequent work exchanges, but not in tasks with few work exchanges. Results suggest several limitations with existing measurement methods, which are discussed.     

Team approach in mental health services: generalists or specialists?

Psychiatrists, psychologists, and social workers were compared on their assessments of pathology, treatment techniques, and theoretical orientation for a typical hospitalized psychiatric patient. The purpose was to determine the relationship between treatment-team members' professional discipline and their clinical approach to a patient. Clinical discipline was significantly related to assessment, treatment, and theory. Psychiatrists favored medication, hospitalization, support, and brief, infrequent structured treatment focused on the present and external factors with an aim of social adaptation. Social workers were similar, but added types of treatment and longer, more frequent treatment. Psychologists were unique with an emphasis on psychoanalytically oriented psychotherapy aimed at personality change.     

Analyzing Team Performance: In the Eye of the Beholder?

The effect of team-member experience was examined in relation to perceptions of importance of teamwork behaviors during an analysis of team performance. Impor- tance ratings were collected from military aircrews (i.e., two-member teams) from three distinct types of aircraft. Results indicated that when assessing team behavior importance, less experienced team members weighted difficulty of performing team behaviors more heavily, whereas more experienced team members weighted time spent performing team behaviors more heavily. Implications for analyzing team performance, with respect to the process of conducting such analyses and the type of information collected, are discussed.     

Ebola,Team Communication,and Shame: But Shame on Whom?

Examined as an isolated situation, and through the lens of a rare and feared disease, Mr. Duncan's case seems ripe for second-guessing the physicians and nurses who cared for him. But viewed from the perspective of what we know about errors and team communication, his case is all too common. Nearly 440,000 patient deaths in the U.S. each year may be attributable to medical errors. Breakdowns in communication among health care teams contribute in the majority of these errors. The culture of health care does not seem to foster functional, effective communication between and among professionals. Why? And more importantly, why do we not do something about it?     

Illuminating and Applying “The Dark Side”: Insights From Elite Team Leaders

In contrast to socially desirable behaviors, recent work has implied that effective elite team leadership also relies on socially undesirable behaviors. Accordingly, this study aimed to further explore the authenticity of dark side leadership behaviors, what they look like, and how they may be best used. Via interviews with 15 leaders, behaviors associated with Machiavellianism/mischievousness, skepticism, social dominance, and performance-focused ruthlessness were found. Moreover, these behaviors were enabled by leaders’ sociopolitical awareness and engineering as well as their adaptive expertise. Findings promote practitioner sensitivity to dark side leadership and, for leader effectiveness, sociopolitical and temporal features of its application.     

Does Teaming Obscure Low Performance? Exploring the Temporal Effects of Team Performance Diversity

Organizations are increasingly using team-based projects to achieve goals. As such, it is important to understand how team members (e.g., their differences) influence team outcomes such as effectiveness. In the present study, we examine performance diversity, differences in members’ past performance, as an antecedent to team effectiveness. In addition, we assessed the length of time the group performed together as a moderator and social loafing among members as a mediator of the performance diversity—team effectiveness relationship. Using multisource data for 673 individuals in 139 project teams, we found that performance diversity had an increasingly negative effect for groups that were together longer. Specifically, greater diversity resulted in more social loafing, thereby diminishing team satisfaction and supervisor-rated team performance.     

Team–Member Exchange and Work Engagement: Does Personality Make a Difference?

Purpose

Adopting a person–situation interactionist framework, this study examined the joint effects of employee personality (i.e., extraversion, neuroticism, and conscientiousness) and social exchange relationships with peers (i.e., team–member exchange; TMX) in predicting work engagement.

Methodology

This study is based on survey responses from 235 Chinese employees collected at two time points with 3 months in between. We conducted moderated regression analyses to test the hypotheses that employees higher in extraversion or conscientiousness or lower in neuroticism would demonstrate a stronger TMX–work engagement relation.

Findings

Results from this study showed that the three focal personality traits moderated the TMX–engagement relation simultaneously. Specifically, the positive TMX–engagement relation was stronger for employees with higher extraversion or lower neuroticism than that for their counterparts. Interestingly, the TMX–engagement relation was positive for employees lower in conscientiousness but negative for those higher in conscientiousness.

Implications

These findings support the notion that lateral social exchange relationships in the workplace (i.e., TMX) are an important antecedent of work engagement and, more importantly, their beneficial effects on work engagement are contingent on certain types and/or levels of personality traits.

Originality/Value

This study not only advances our understanding of presumed antecedents of work engagement but also opens a new door for future research on work engagement by highlighting the importance of a person–situation interactionist framework.     

Couples’ Experiences of Hope When Participating in the Reflecting Team Process: A Case Study

Hope is believed to be influential to therapeutic change. However, no studies have explored couples’ experiences of hope during participation in a reflecting team process. This exploratory case study attends to this gap in the research literature. Three couples reported on their experiences of hope in relation to participating in the reflecting team process as part of their couple therapy. Themes related to hope were identified during three separate stages of the intervention: anticipating, participating in, and debriefing the reflecting team process. Reflecting team experiences related to hope included: seeking new perspectives, maintaining a positive momentum, identifying strengths, normalizing difficulties, presenting inspiring possibilities, providing support, highlighting growth, and strengthening resolve. These findings serve as a foundation for attending to clients’ hope as an active force during the reflecting team process.     

Can Creativity Be Improved by an Attention-Broadening Training Program? An Exploratory Study Focusing on Team Sports

ABSTRACT

A look at a number of recent experiments reveals that the interaction between breadth of attention and creative performance is mainly based on correlational studies and laboratory creativity tasks, yet task complexity is seldom taken into consideration. Discussion of several methodological aspects recommends the field of sport in particular as a fruitful area in which complex behavior can be studied in a complex context.

An exploratory 6-month longitudinal study (n = 48) proved the influence of an attention-broadening training program on the development of creative performance in the area of team sports. Creative performance was measured by a real-world sport-specific creativity task with 2 different kinds of complexity levels. A comparison between a control group and a treatment group, which focused on training a narrow breadth of attention, showed that the creative performance improved significantly (partial χ² = .51). An attention-broadening training program facilitated greater improvements in creative performance in complex tasks than in simple tasks. The results of this exploratory study are discussed in terms of theoretical and practical implications.     

Communication and Performance in Co-Located and Distributed Teams: An Issue of Shared Mental Models of Team Members?

The aim of the present study was to test whether the shared mental models of team members have an effect on team performance, communication, and physical arousal in two distributed teams in pursuit of a common goal. A sample (N = 15) of newly formed navy teams was compared with a sample (N = 13) of seasoned navy teams. The results showed that familiar teams displayed higher performance levels, faster reaction times, more accuracy, and greater mission success compared to unfamiliar teams. A significant shift in communication strategy and physiological response (heart rate) was observed between the teams and from baseline to low workload. Implications for team training are discussed.     

Are Pre-Assembly Shared Work Experiences Useful for Temporary-Team Assembly Decisions? A Study of Olympic Ice Hockey Team Composition

The purpose of this study was to investigate if pre-assembly shared work experiences among temporary team members facilitate individual and team performance. Archival data from the 2014 Men’s Olympic Ice Hockey Tournament (12 teams, 25 players each) was used in the study. Measures of social network centrality were computed based on the pre-assembly shared work experiences among national team members derived from professional and amateur affiliations. These measures were used to predict objective individual and team performance criteria. Players’ closeness centrality scores, from pre-assembly shared work experience networks, positively predicted their goals, assists, and being involved in more positive than negative plays. Teams with less centralized pre-assembly shared work experience network structures tended to perform better than teams with more centralized pre-assembly shared work experience network structures. Temporary teams are commonly used by organizations to perform tasks that are specific, important, and of short duration. Because temporary teams have little time to develop the shared properties required for effective team functioning, assembly decisions are of paramount importance. The results from this study suggest that centrality measures derived from pre-assembly shared work experiences are useful to consider when assembling temporary teams. Few studies have investigated the impact of pre-assembly shared work experiences on individual and team performance. Using objective data, this study provides evidence that pre-assembly shared work experiences relate to individual and team performance in temporary teams, supporting the need for expanded research in this area.     

“'Cause You Can't Play This by Yourself”: Athletes' Perceptions of Team Influence on Their Precompetitive Psychological States

Although correlational studies indicate that team attributes are related to athletes' precompetitive psychological states, it is unknown how team members experience these relationships. The present study's purpose was to investigate athletes' perceptions of precompetitive team influence. Consequently, we worked from a constructivist realist position and used qualitative methods (interviews with competitive team-sport athletes). An inductive content analysis revealed that athletes perceived established and novel team characteristics and processes to influence their precompetitive psychological states. Athletes perceived these influences as both adaptive and maladaptive, and it appeared that they were qualified by contextual factors as well as intuitive regulatory attempts.     

Is Person–Organization Fit Beneficial for Employee Creativity? Moderating Roles of Leader–Member and Team–Member Exchange Quality

ABSTRACT

This study investigates the effect of person–organization (PO) fit on employee creativity. We draw on social exchange theory and identify leader–member exchange (LMX) and team–member exchange (TMX) as moderating contingencies. Our empirical analysis based on 167 employee–supervisor dyads confirms that LMX activates the significance of PO fit toward creativity. In addition, under high LMX, PO fit effect on creativity is positive when TMX is high. Subsequent analyses show that employees with high PO fit exhibit the highest level of creativity when LMX and TMX are high. Findings on the three-way interaction among PO fit, LMX, and TMX toward creativity offer new insights into a phenomenon that is mostly neglected in the literature.