Dynamics between Member Replacement and Team Performance: The Role of Members’ Relative Attributes

Analysing the 367 member replacement acts in the 2014 FIFA World Cup tournament, we uncover important dynamics between member replacement and team performance. We find that poor team performance leads to substitutions with more competence gains (or with less competence loss), that substituting and substituted members’ functional background dissimilarity improves subsequent content‐related team performance (i.e. scoring more goals), and that their competence superiority is associated with the speed of team performance turnaround (i.e. scoring goals faster). Going beyond contrasts between teams with and without membership change, the paper highlights the importance of substituting and substituted members’ relative task‐related attributes and provides a more nuanced understanding of the complex phenomenon of team membership change. Furthermore, the paper extends the methodological spectrum of dynamic team composition research from predominantly laboratory experiments with short‐lived student groups performing cognitive tasks to field studies with real‐life work teams performing action tasks.     

Confucian dynamism work values and team performance: A multiple‐level analysis

In this study we clarified the multiple‐level effects of Confucian‐related work values, including self‐discipline and interpersonal ethics, on the performance of individuals and the team. Empirical data of 70 work teams with 472 team members from Taiwanese enterprises were collected to test our hypotheses. Results showed that, at the group level, shared team values of interpersonal ethics were positively related to team performance through the partial mediation of team cooperation. For cross‐level effect, shared team values of interpersonal ethics and individual member's self‐discipline values were both positively related to individual performance. The implications of Confucian dynamism work values on contemporary organizational management and indigenous Chinese team theories were provided.     

The Relative Contribution of Emotional Competence and Cognitive Ability to Individual and Team Performance

The relative contributions of emotional competence and cognitive ability to individual and team performance, team-member attitudes, and leadership perceptions were examined. Focusing on emotional competencies, we predicted that, although both cognitive ability and emotional competence would predict performance, cognitive ability would account for more variance on individual tasks, whereas emotional competence would account for more variance in team performance and attitudes. We also predicted that emotional competence would be positively related to team attitudes and to both leader emergence and effectiveness. Using a sample of undergraduate business majors who completed tasks alone and as members of teams, our results generally supported the hypotheses. Implications for the reach and impact of work relating emotional competencies to performance are offered.     

Individual Goal Orientations,Team Empowerment,and Employee Creative Performance: A Case of Cross‐level Interactions

Intrigued by relationship between team motivational context and individual characteristics in the organizational reality, we developed and tested a cross‐level model to investigate the interactive effects of team empowerment and individual goal orientations on individual creative performance through the mediating mechanism of an individual's creative self‐efficacy. Using multi‐wave multi‐source data from 63 R&D teams in three IT companies, we found that (1) team empowerment, individual learning goal orientation, and individual performance orientation are all positively related to individual creative performance through mediation of creative self‐efficacy; (2) learning orientation and performance approach orientation could both supplement the effects of team empowerment on individual creative self‐efficacy. Our findings point to the importance of individual goal orientation in shaping the effects of team motivation climates and provide insights for both scholars and practitioners. The specific practical implications include but are not limited to (1) individuals with learning and performance approach orientations should be identified during hiring procedures given that they could still thrive in less empowered teams and maintain a relatively high level of creative self‐efficacy and creative outcomes; (2) managers should consider assigning employees who are more learning oriented to more empowering and open‐ended tasks in order to obtain better creative results.     

Chaotic attractors in the therapeutic system 1

Because little research had been done on the presence and role of latent communication in the context of team‐conducted family therapy, the writers set out to monitor unconscious responses generated under these conditions. Specifically, they investigated an ongoing family treatment situation conducted according to the “reflecting team model.” One team of therapists handles the actual treatment session, while the other observes from behind a one‐way mirror. During the course of a session, the second team makes suggestions to the treatment team either by telephone or by calling the therapists out of the treatment room.

As the project developed, the writers found that the unconscious responses of both family and treatment teams indicated a process at work beyond the conscious intentions of the participants. That is, the therapeutic enterprise was functioning as a dynamical system, whose increasing complexity suggested a self organizing principle at work. This paper traces the development of the system's movement toward greater complexity, identifies the specific interventions that indicate this process, describes how all participants demonstrated a high degree of resonance and synchronization with this overarching‐self organizing pattern. This paper serves to alert therapists to the role of unconscious communication within the therapeutic system and postulates that the generation of form within psychotherapy follows many of the same self organizing processes found in other human and non human systems.     

Members Matter in Team Training: Multilevel and Longitudinal Relationships Between Goal Orientation,Self‐Regulation,and Team Outcomes

Longitudinal data from 338 individuals across 64 teams in a simulation‐based team‐training context were used to examine the effects of dispositional goal orientation on self‐regulated learning (self‐efficacy and metacognition). Team goal orientation compositions, as reflected by average goal orientations of team members, were examined for moderating effects on these individual‐level relationships. Finally, individual‐level self‐regulation was investigated for its influence on multiple team‐level outcomes across time. Results showed generally positive effects of learning goal orientation and negative effects of avoid performance and prove performance goal orientations on rates of self‐regulation during team training. However, several of these individual‐level relationships were moderated by team goal orientation composition. The importance of self‐regulation in teams was displayed by results showing the average level of self‐regulation among a team's members over time was positively associated with team efficacy, team cooperation quality, and team decision making.     

Helping Teams to Help Themselves: Comparing two Team‐Led Debriefing Methods

Team‐based structures have become more widely used in organizations. Therefore, it is important for team members to perform well in their current team and to build skills and enthusiasm for working on future teams. This study examined team debriefing, an intervention in which team members reflect on recent experiences to prepare for subsequent tasks. Prior researchers have shown that facilitated team debriefs work, but they have not examined how to enable teams to conduct their own debriefs or studied how debriefs affect individual level outcomes. Therefore, we compared 2 team‐led debriefing techniques: (a) an unguided debrief and (b) a guided debrief designed to incorporate lessons learned from prior debriefs. We collected data from 174 business students who were members of 35 teams from 9 sections of a Strategic Management course. Class sections were randomly assigned to one of the debriefing conditions, and teams completed 4 business cases over 10 weeks. A multilevel design was employed and a multistage model building approach was used to test the hypotheses using hierarchical linear modeling techniques. Results of this cluster randomized, quasi‐experimental design suggest that the team‐led guided debrief intervention resulted in superior team processes as compared to the unguided debriefing method. Team processes, in turn, related significantly to greater team performance and increased individual readiness for teamwork and enthusiasm for teaming. Implications for future research and practice are discussed.     

Does Avatar Appearance Matter? How Team Visual Similarity and Member–Avatar Similarity Influence Virtual Team Performance

This multimethod study investigated how avatar appearance influences virtual team performance. This study is the first to integrate the framework of social identity model of de‐individuation effects (SIDE) and Self‐Identification theory, using “morphing” techniques. Results were obtained from a 2 (team visual similarity: dissimilar vs. similar team avatars) × 2 (member–avatar similarity: cartoon avatars vs. avatar similar to self) experiment (N = 240). The findings indicated that teams using “morphed team avatars,” which combined both a high degree of team visual similarity and member–avatar similarity in their appearances, performed best on the task, and showed greater social attraction than teams in the other conditions. Moreover, content analysis of the chat conversations revealed that these teams interacted more strategically and expressed a greater motivation to solve the task.     

Less Biased Under Threat? Self‐Verificatory Reactions to Social Identity Threat Among Groups With Negative Self‐Stereotypes1

According to social identity theory, when group status is threatened, highly committed group members respond with greater in‐group favoritism. However, some of the groups build their identities on negative self‐stereotypes. For such groups, status‐threatening information should lead their members to confirmation of the group's negative self‐image. Study 1 examined the effects of group‐directed threat in a group with a long tradition of negative self‐perception. The manipulation led participants to higher ratings of the out‐group, and reduced adherence to in‐group‐defending ideologies. Study 2 provided further support to our predictions: Participants holding negative self‐stereotypes reacted to group‐image threats with more positive feelings about out‐groups. Findings are discussed within the theoretical framework of social identity theory and self‐verification theory.     

The roles of perceived task interdependence and group members' interdependence in the development of collective efficacy in university student group contexts

Background . Although the relationship between collective efficacy and group performance has been frequently investigated, a few studies have investigated the development of collective efficacy. Aim . This paper proposes some determinants of collective efficacy in small university groups. Group level hypotheses and research questions relating collective efficacy to collective cognition activities, task interdependence, self‐efficacy for group work, and collective orientation were posited. Sample . The sample comprised 145 university students in 40 work‐groups. Method . A two‐phase longitudinal design was employed in the context of university student groups. All groups were required to perform interdependent academic tasks. Aggregated variables were used after testing for within‐group agreement. Results . The results of multiple regression analysis provided some evidence that the more group members perceived themselves to be interdependent in the early stages of group work and assigned their tasks interdependently during group processes, the more likely they were to develop high collective efficacy in the final stages of group work. Collective efficacy was also related to the group average of self‐efficacy for group work especially when task interdependence was perceived to be high. Conclusions . The results suggest that forming groups with capable university students in group work, strengthening university students' perceptions of themselves as interdependent in the early stages of academic group work and assigning interdependent group tasks during group work may contribute to the development of high collective efficacy.     

Dispositional and situational goal orientations as discriminators among recreational and competitive league athletes.

The present study examined the relationship between individual goal orientation, motivational team climate, perceived sport competence, and league structure among 216 youth soccer players. It was predicted that competitive league teams would report higher ego-involvement and performance-oriented team climate and lower sport competence than recreational teams. Discriminant analyses indicated that only the mastery-oriented team climate variable differentiated competitive and recreational teams. Athletes who participated in recreational teams reported a greater degree of mastery-oriented climate than competitive league players. The results suggest that athletes' perceptions of situational rather than dispositional aspects of achievement goals are more highly affected by the playing structure present in youth sport teams. The possible psychological benefits derived from the development of a mastery-oriented team climate in sports are discussed.     

When and why hierarchy steepness is related to team performance

This study develops and tests a contingency theory on the functions of status hierarchy steepness in teams. Findings from a field study among 438 employees working in 72 work teams across diverse business settings demonstrate that task complexity moderates the relationships between status hierarchy steepness, different types of team conflict, and team performance. Steeper status hierarchies were negatively related to both process and task conflict, and hence increased team performance in teams working on tasks with lower complexity but did not yield such clear conflict and performance effects in teams working on more complex tasks. By showing that various levels of task complexity determine whether status hierarchy steepness has a conflict-regulating function that drives team performance, this research generates valuable insights about the context dependency of team responses to status hierarchy steepness.     

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.     

The Personality Composition of Teams and Creativity: The Moderating Role of Team Creative Confidence

We examined the possibility that teams composed primarily of individuals with personality characteristics conducive to team creativity (e.g., high extraversion, high openness to experience, low conscientiousness, high neuroticism, low agree‐ableness) would show synergistic increases in creativity when they experienced high levels of “team creative confidence”, a shared understanding that the team is more creative than each team member individually. We tested these hypotheses using a sample of 145 three‐student teams that worked on a set of idea generation tasks at Time 1 (T1) and a second set two weeks later at Time 2 (T2). As expected, results of cross‐lagged regression analysis indicated that when team creative confidence at T1 was high, team creativity at T2 increased quadratically as the number of team members who scored high on extraversion, high on openness, or low on conscientiousness increased. However, the number of individuals composing a team who scored high on neuroticism or low on agree‐ableness had no relation to team creativity under conditions of high or low team creative confidence. Implications of these results for the design of creative teams are discussed.     

The ‘romance of teams’: Toward an understanding of its psychological underpinnings and implications

Although advocates of teamwork suggest that teams enhance performance, empirical evidence does not consistently, or robustly, support these claims. Still, a belief in the effectiveness of teams—among managers, employees, and the general lay population—seems very strong. What accounts for this ‘romance of teams’? In this paper, we offer a psychological answer to this question. We review evidence regarding the actual effectiveness of teams, in order to show that teams are not as effective as many believe them to be, and we argue that the romance of teams stems from the psychological benefits of group‐based activity. Specifically, we propose that team members experience both social‐emotional, and competence‐related, benefits, and we review an eclectic mix of research in support of this claim. We argue that these psychological benefits of teams lead people to assume that teams are ‘high performance’, thus, causing the romance of teams. Finally, we discuss potential implications of the romance for organizations, researchers, and employees.     

The Gendered Nature of Competence: Specific and General Aspects of Self‐Knowledge in Social Contexts1

A sense of academic competence combines at least 2 forms of gender stereotyping: an illusory glow about performance on specific tasks. and traditional gender stereotyping about general perceptions of natural talent. Flexible categorization in terms of generality and content suggests a multifaceted model of aspects of self‐knowledge about Mathematics and English (ASK‐ME). This paper demonstrates the flexibility of the ASK‐ME model for adolescents (N= 1,360) in 2 social contexts (coed and single‐gender schools). The forms of gender stereotyping combine so that where traditional gender stereotyping was reduced at single‐gender schools, an illusory glow had more influence. One outcome was that boys in single‐gender settings expressed enhanced perceptions of performance in mathematics and language. Results highlight the importance of generality and content in understanding the gendered nature of academic self‐concepts in social contexts. Implications are for differential influences on the plans and choices adolescents make about work and study.     

Building bridges for disengagement: The transition process for individuals and teams

Abstract

A general dircwion for understanding the process and impact of disengagement and uansition on individual athletes and teams is presented. Disengagement is presented as a process within athlete and team development. The disengagement of athletes from a team and the impact on the team ue examined. Two models of change are described as is a model of group development. Examples of a team in transition are provided and suggestions for sports psychologists' work with athletes and teams in transition an offered. The focus of these suggestions is on work with teams.     

You Are What They Eat: The Influence of Reference Groups on Consumers’ Connections to Brands

The set of associations consumers have about a brand is an important component of brand equity. In this article, we focus on reference groups as a source of brand associations, which can be linked to one's mental representation of self to meet self‐verification or self‐enhancement goals. We conceptualize this linkage at an aggregate level in terms of self‐brand connections, that is, the extent to which individuals have incorporated a brand into their self‐concept. In 2 studies, we show that brands used by member groups and aspiration groups can become connected to consumers’ mental representation of self as they use these brands to define and create their self‐concepts. Results from Experiment 1 show that the degree to which member group and aspiration group usage influences individual self‐brand connections is contingent on the degree to which the individual belongs to a member group or wishes to belong to an aspiration group. In Experiment 2, we found that for individuals with self‐enhancement goals, aspiration group brand use has a greater impact on self‐brand connections; for individuals with self‐verification goals, on the other hand, member group use has a greater impact.     

Proactively performing teams: The role of work design,transformational leadership,and team composition

This study investigated the determinants of team proactive performance amongst 43 shift teams from a UK chemical processing plant. Using external ratings of team proactive performance, the study found that the most proactive teams were those with higher levels of self‐management, transformational team leaders, and a higher‐than‐average level of proactive personality. The relationship between transformational leadership and team proactive performance was mediated by favourable interpersonal norms. In addition, lower diversity of proactive personality amongst team members had an indirect association with team proactive performance via its negative effect on favourable interpersonal norms.     

Passion and challenging goals: drawbacks of rushing into goal‐setting processes

This study shows that passion may have a potential downside for setting challenging goals. Hypotheses are developed by drawing on self‐determination theory and goal‐setting theory. Data is collected from a sample of 134 team leaders and hypotheses are tested using ordinary least squares regression analyses. Findings demonstrate that in a project context, team leaders' own competence positively influences their obsessive passion, while their perceptions of team members' competence positively influence their harmonious passion. Goal‐setting speed is included as a mediator in the relationship between passion and degree of goal challenge, proving both harmonious passion and obsessive passion ultimately negatively influence the ability to develop challenging goals because they increase the likelihood of rushing into the goal‐setting process.