Effects of guided reflexivity and team feedback on team performance improvement: The role of team regulatory processes and cognitive emergent states

The effectiveness of decision-making teams depends largely on the quality of information processing. Prior research has shown that guided team reflexivity and team feedback are important means of advancing team information processing and outcomes. However, the nature of the relationships, and how these relate to team regulatory processes, cognitive emergent states, and ultimately team performance, is currently poorly understood. Drawing on reflexivity and team information-processing theory, we proposed and found that teams that received guided team reflexivity or a combination of both guided reflexivity and feedback showed higher levels of actual reflection than teams that received neither a reflexivity intervention nor feedback. Conditional process analysis showed that the effects of team reflection on team performance improvement were mediated by a path from shared team mental models to shared task mental models and to adaptation. Finally, we also expected that team reflection would be lower in virtual teams than in face-to-face teams. These hypotheses were tested experimentally among 98 student teams that communicated either face-to-face or virtual (via chat) while completing a collective decision-making task. The information distribution among team members constituted a hidden profile. The results supported all our hypotheses, except for the one relating to virtuality.     

Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance

This longitudinal study used data from 91 self-managed teams (456 individuals, 60 nationalities) to examine the interactive effects of a team’s task (“workflow”) network structure and its cultural diversity (as indexed by nationality) on the team’s “potency” (i.e., the team’s confidence in its ability to perform) and its performance (as rated by expert judges). We found that whereas the emergence of dense task networks enhanced team potency it was the emergence of (moderately) centralized task networks that facilitated team performance. These varied structural effects, moreover, were themselves contingent on team composition: the more culturally diverse a team, the more pronounced were the positive effects of network density on team potency and the higher the level of network centralization required for optimal team performance. The success of a team appears to hinge on the interplay between network structure and team composition.     

Harnessing members' positive mood for team-directed learning behaviour and team innovation: The moderating role of perceived team feedback

This study examines the role of individual team members' positive mood and perceived team feedback for their team-directed learning behaviour. Results obtained in a sample of 186 members from 27 work teams showed that positive mood was positively associated with team-directed learning behaviour if individual members perceived that the feedback they received was based on the performance of the team as a whole, but not if they perceived such team feedback to be lacking. Moreover, teams were found to be more innovative to the extent that their members, on average, engaged in team-directed learning behaviour to a greater extent. These results offer new insights into the micro-foundations of team learning. Our findings explicate why the contributions of individual members to their team's learning may differ and suggest that, if managed effectively, members' positive mood may be an important resource in facilitating team learning.     

Diversity in goal orientation, team reflexivity, and team performance

Although recent research highlights the role of team member goal orientation in team functioning, research has neglected the effects of diversity in goal orientation. In a laboratory study with groups working on a problem-solving task, we show that diversity in learning and performance orientation are related to decreased group performance. Moreover, we find that the effect of diversity in learning orientation is mediated by group information elaboration and the effect of diversity in performance orientation by group efficiency. In addition, we demonstrate that team reflexivity can counteract the negative effects of diversity in goal orientation. These results suggest that models of goal orientation in groups should incorporate the effects of diversity in goal orientation.     

The bigger they are, the harder they fall: Linking team power, team conflict, and performance

Across two field studies, we investigate the impact of team power on team conflict and performance. Team power is based on the control of resources that enables a team to influence others in the company. We find across both studies that low-power teams outperform high-power teams. In both studies, higher levels of process conflict present in high-power teams explain this effect fully. In our second study, we show that team interpersonal power congruence (i.e., the degree to which team members’ self-views of their individual power within the team align with the perceptions of their other team members) ameliorates the relationship between team power and process conflict, such that when team interpersonal power congruence is high, high-power teams are less likely to experience performance-detracting process conflict.     

Doing it for the team: Soccer coaches' identity leadership predicts players' effort,turnover intentions,and performance

ObjectivesThe present research investigates how coaches' identity leadership predicts individual and team outcomes in soccer. Specifically, we tested hypotheses that coaches' identity leadership would be associated with players' perceptions of (a) higher team effort, (b) lower turnover intentions, (c) better individual performance, and (d) better team performance. In addition, we aimed to examine the relationship between coaches' identity leadership and increased team identification of players and the degree to which the associations of identity leadership with these various outcomes were mediated by players' strength of team identification.DesignWe conducted a cross-sectional study of male soccer players in Germany.MethodThe final sample consisted of 247 male soccer players nested in 24 teams that completed measures of their coaches' identity leadership, team identification, team effort, turnover intentions, and individual/team performance.ResultsAnalysis revealed a positive relationship between coaches' identity leadership and team effort, as well as individual and team performance. Moreover, coaches' identity leadership was associated with lower turnover intentions. There was also evidence that the relationships between identity leadership and the investigated outcomes were mediated by team identification.ConclusionsThese findings support claims that coaches' identity leadership is associated with better individual and team outcomes because it helps to build a sense of ‘we’ and ‘us’ in the team they lead.     

Team innovation and team effectiveness: The importance of minority dissent and reflexivity

Past research suggests that minority dissent in teams may foster team innovations. It is hypothesized, however, that minority dissent would predict team innovations only when teams have high levels of reflexivity - the tendency to overtly reflect upon the group's objectives, strategies, and processes and adapt them to current or anticipated circumstances. This hypothesis was tested in a field study involving a heterogeneous sample of 32 organizational teams performing complex, ill-defined tasks. Results showed more innovation and greater team effectiveness under high rather than low levels of minority dissent, but only when there was a high level of team reflexivity. Avenues for future research are discussed.     

The effects of team strategic orientation on team process and information search

We tested the effects of team strategic orientation on team member perceptions, work strategy and information search. In Experiment 1, 80 teams worked on a hidden profile decision-making task. A defensive team strategic orientation increased members’ perceptions of the problem’s scope, leading to a more process-focused work strategy and broader information search compared to an offensive team strategic orientation. When teams needed critical information from the environment, defensive teams outperformed offensive teams; offensive teams performed better when critical information resided within the team. In Experiment 2, these findings were replicated with 92 teams performing a different decision task. When making a second decision, half of the teams were led to change their strategic orientation; teams shifting from offense to defense altered their information search behavior more readily than did teams shifting in the opposite direction, suggesting an asymmetric adaptation effect.     

Establishing team knowledge coordination from a learning perspective

Research has identified the importance of knowledge coordination in high-performing teams. However, little is known on the processes through which these cognitive structures are developed, more specifically on the learning occurring as teams communicate and interact to build new team knowledge. In a multiple-measures experiment, 33 teams with no prior experience in flight simulations were assigned to newly formed dyads to complete 4 successive performance episodes of a flight simulation task, modeling a complex, fast-paced, and high workload task context. The study showed how team learning processes (i.e., team learning behaviors and team reflexivity), driven by task cohesion, and group potency supported coordination development, which in turn predicted team performance.     

Why individuals in larger teams perform worse

Research shows that individuals in larger teams perform worse than individuals in smaller teams; however, very little field research examines why. The current study of 212 knowledge workers within 26 teams, ranging from 3 to 19 members in size, employs multi-level modeling to examine the underlying mechanisms. The current investigation expands upon Steiner’s (1972) model of individual performance in group contexts identifying one missing element of process loss, namely relational loss. Drawing from the literature on stress and coping, relational loss, a unique form of individual level process, loss occurs when an employee perceives that support is less available in the team as team size increases. In the current study, relational loss mediated the negative relationship between team size and individual performance even when controlling for extrinsic motivation and perceived coordination losses. This suggests that larger teams diminish perceptions of available support which would otherwise buffer stressful experiences and promote performance.     

The interactive effects of person-focused citizenship behaviour,task interdependence,and virtuality on team performance

A multifactorial between-groups experiment examined the effects of person-focused organizational citizenship behaviours (OCBP) on the performance of teams characterized by different levels of virtuality and task interdependence. Results reveal in low virtual teams the moderating effects of task interdependence on the OCBP–team performance relationship are positive; however, these effects are reversed in high virtual teams. Using social presence and task–technology fit theories, our results indicate that task context affects how OCBP impacts team performance, particularly across different levels of team virtuality. The implications for research on OCB and the management of virtual teams are discussed.     

The dynamics of team coordination: A social network analysis as a window to shared awareness

Shared awareness was studied in one novice and one expert basketball team during real games. Teams were considered dynamic social networks with team members as nodes and members’ awareness of other members during ongoing performance as relations. Networks, and changes to them across games, were analysed at different levels of organization using social network analysis to identify patterns of awareness within the teams. The results showed that one team member in each team often heeded, or was heeded by, his teammates, indicating his leadership role in coordinating the team. Also, expert team members had a low level of awareness of their teammates, which may be explained by implicit coordination processes. Finally, there was less variability in intra-team relations in the expert (vs. novice) team, which may be explained by the enhanced ability of the expert team to achieve and maintain an optimal level of awareness during the game. At a practical level, teams might be alerted during performance when their network of connections approaches connectedness thresholds that predict coordination breakdowns, affording online regulation of team processes. Future studies should explore the generalizability of these early findings using larger samples.     

The perception of team engagement reduces stress induced situation awareness overconfidence and risk-taking

Much research has examined how stress restricts objective Situation Awareness (SA). Little research, however, has focused on SA overconfidence, the notion that an individual may grasp a situation when in fact they do not. Even less SA research has examined the motivational and emotional states of individuals operating in teams in stressful environments. Expanding on recent data suggesting that stress creates SA overconfidence, not simply SA loss, the present experiment manipulated stress levels and the perception of team engagement, which is thought to be a positive motivational state of task-related well-being. Teams of Soldiers were tested in a virtual combat scenario testing shared risk-taking, objective (i.e., collaborative ability to answer SA probes), and subjective SA. Results indicated that the mere perception of above average team engagement reduced stress induced SA overconfidence and risk-taking of teams. These results suggest simple, virtually costless strategies for improving elements of SA that may impact the behavior of teams and potentially improve their decision-making.     

Goal setting in teams: The impact of learning and performance goals on process and performance

This study examined the impact of three alternative types of goals (specific learning, general “do your best” learning, and specific performance) on team performance. Eighty-four-person teams engaged in an interdependent command and control simulation in which the team goal and task complexity were manipulated. Contrary to research at the individual level, teams with specific learning goals performed worse than did teams with general “do your best” learning goals or specific performance goals. The negative effects of specific learning goals relative to general “do your best” learning goals and specific performance goals were amplified under conditions of increased task complexity and were explained by the amount of coordination in the teams.     

The Performance of Pre‐Founding Entrepreneurial Teams: The Importance of Learning and Leadership

Entrepreneurial teams often struggle with simultaneous task and team challenges at an early stage of new venture creation. The way in which teams shape their teamwork is key in leveraging performance in the pre‐founding phase. Learning should help the team in establishing good teamwork and in expanding its members’ entrepreneurial capabilities. Leadership is needed to facilitate and guide this learning. Accordingly, we investigated learning and leadership as facilitators of performance in the pre‐founding phase. Specifically, we examined team reflexivity as a collective internal learning process and boundary spanning behaviour as an externally directed individual activity, operating at different levels in fostering team and individual performance. Charismatic team leadership was examined as a catalyst of learning, shaping team and individual performance ultimately. The multilevel mediation model was tested based on data from 196 members of 58 teams of a venture creation programme. Team reflexivity predicted team and individual performance. Boundary spanning behaviour was not related to performance. As hypothesised, charismatic team leadership predicted team and individual performance, both mediated by team reflexivity. This research highlights the relevance of team learning in pre‐founding teams and emphasises leadership in shaping learning and moving new ventures forward.     

Managing information overload in virtual teams: Effects of a structured online team adaptation on cognition and performance

Information overload (IO) indicates the exchange of too much low-quality information in virtual teams. When being overloaded with information, teams need to adapt and to change communication behaviour. This study introduces and tests a structured online team adaptation (STROTA) procedure that enables virtual teams to reduce IO by improving their team mental model quality. STROTA, built from team adaptation models, is a moderated intervention consisting of three stages: (1) individual situation awareness, (2) team situation awareness, and (3) plan formulation. STROTA was tested in the context of an experimental problem-solving task. Participants (N = 363) worked in virtual teams of three and were randomly assigned to one of four experimental conditions: no STROTA, incomplete STROTA (step 1, steps 1–2), and complete STROTA (steps 1–2–3). We found teams that followed a complete STROTA procedure experienced lessened IO over time. Teams with complete STROTA showed the largest development of TMM immediately after STROTA. Finally, multilevel mediation analyses showed that TMM are mediators that explain the influence of STROTA on IO.     

Development and validation of the REMINT: a reflection measure for individuals and teams

A growing number of studies have investigated the role of team reflexivity, the extent to which teams reflect on and adapt their functioning. However, the way team reflexivity has been conceptualized and operationalized reveals several weaknesses, in particular the conception as a unidimensional construct. To provide greater conceptual clarity, we therefore propose a team reflexivity framework that integrates four interacting but distinct reflexive processes. In four studies, we focus on reflection as a fundamental reflexive process, and develop and validate an extended multidimensional reflection measure that captures the relevant dimensions of quality and quantity of reflection and the key transition processes of information seeking and information evaluation. Moreover, in order to delineate two common composition methods, we develop and validate a direct consensus and a referent-shift consensus version of the reflection measure. Data collected from a total of 803 students and employees in four studies revealed excellent construct validity, as well as good nomological validity (Studies 1 and 2). Furthermore, we found evidence of the criterion-related validity at the team level (Study 3) and the individual level (Study 4). Together, the results demonstrate the effectiveness of our measure, revealing consistent relations with outcome measures and diverse behavioural indicators across different contexts.     

Validation de la version française de l'échelle de réflexivité en groupe de Carter et West, 1998

Several studies found reflexivity —the extent to which team discuss objectives, strategies and processes and adapt them to changes— to be related to team efficacy. Two studies were conducted with 80 teams (320 participants) to validate French version of reflexivity scale. In study 1 exploratory factor analysis revealed 3 factors which partly confirms the 2 factor structure (task reflexivity and social reflexivity) expected from the original study (Carter and West, 1998). Two items of the original task reflexivity scale load on a third factor we named strategic reflexivity. The three factor structure was replicated in study 2 with confirmatory factor analysis. Criterion validity is proved by correlations between reflexivity and team performance. Task, social and strategic reflexivity correlate with different aspects of team effectiveness. The French version of reflexivity scale is reliable and appropriate for evaluating team reflexivity.     

Cooperative outcome interdependence, task reflexivity, and team effectiveness: a motivated information processing perspective

A motivated information processing perspective (C. K. W. De Dreu & P. J. D. Carnevale, 2003; see also V. B. Hinsz, R. S. Tindale, & D. A. Vollrath, 1997) was used to predict that perceived cooperative outcome interdependence interacts with team-level reflexivity to predict information sharing, learning, and team effectiveness. A cross-sectional field study involving management and cross-functional teams (N = 46) performing nonroutine, complex tasks corroborated predictions: The more team members perceived cooperative outcome interdependence, the better they shared information, the more they learned and the more effective they were, especially when task reflexivity was high. When task reflexivity was low, no significant relationship was found between cooperative outcome interdependence and team processes and performance. The author concludes that the motivated information processing perspective is valid outside the confines of the laboratory and can be extended toward teamwork in organizations.     

Team allegiance can lead to both optimistic and pessimistic predictions

Although team allegiance is usually associated with optimistic predictions about team performance, the authors hypothesized that preferences for one’s group can also lead to pessimistic predictions. Upon arrival to the laboratory, groups of four participants were split into teams of two based on bogus criteria. Participants were informed that their teammate would compete against a member of the other team in a trivia game consisting of both easy (e.g., “pop culture”) and hard (e.g., “50’s movies”) categories. They provided likelihood estimates regarding outcomes for each category. As predicted, team allegiance inflated participants’ optimism about their teammate winning the easy categories, but deflated optimism about their teammate winning the hard categories. Path analyses supported the proposed account indicating that preferences for a teammate to win led to an enhanced focus on the teammate’s strengths and weaknesses (and neglect of the strengths and weaknesses of the other competitor).