Enhancing the transfer of computer-assisted training proficiency in geographically distributed teams

The authors examined factors that determine whether knowledge gained from computer-assisted (i.e., technology-based) team training in a geographically distributed team (GDT) context transfers to organizational results. They examined the moderating effects of team trust, technology support, and leader experience on the relation between teams' average individual training proficiency on a computer-assisted (i.e., CD-ROM-based) training program and team performance as assessed by team customer satisfaction ratings. Using data collected from 40 GDTs in a high-technology company, the authors found that the relation between teams' average training proficiency and team performance was complex and moderated by several factors. In particular, teams' average training proficiency had a positive association with customer satisfaction when GDTs were higher, rather than lower, in both trust and technology support and when team leaders had longer, rather than shorter, levels of tenure with their specific team.     

Measuring Team Performance in Complex and Dynamic Military Environments: The SPOTLITE Method

The Scenario-based Performance Observation Tool for Learning In Team Environments (SPOTLITE) provides a systematic method for developing team performance measurement instruments comprised of behaviorally anchored rating scales that are tied to observable behaviors that tap critical knowledge and skills and can be assessed at specific intervals during a training scenario. We developed a measurement instrument for four-person teams of F-16 pilots training for air-to-air combat in a high-fidelity simulation environment and implemented it in a handheld computer to support fast and accurate data entry as a team executes a scenario. An experiment demonstrated the sensitivity, reliability, and validity of the instrument.     

TRAINING TEAM PERFORMANCE-RELATED ASSERTIVENESS

The present paper extends the existing literature on assertiveness in a way that supports industrial training as well as the selection of individuals for team positions. Data are reported from three studies that examined determinants of team performance-related assertiveness. First, data from 149 college students demonstrated that assertiveness consists of multiple dimensions which were not all related to performance in a team decision-making task. Second, data obtained from 225 business students indicated that correlations among self-report measures and peer ratings of the same assertive responses assigned by intact team members varied according to the interpersonal context (i.e., personal, stranger, work related) in which scale items were framed. Third, data from 60 college students suggested that team performance-related assertiveness has a significant skill component. Whereas both attitudinally focused and skill-based training improved attitudes toward team member assertiveness, practice and feedback were essential to producing behavioral effects. Implications for selection and team training are discussed.     

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Our research integrates theoretical perspectives related to distributed leadership in geographically dispersed teams with empowering leadership theory to build a multilevel model of virtual collaboration and performance in dispersed teams. We test the model with procurement teams in a major multinational corporation. Our results show a significant cross‐level effect of empowering team leadership, such that under conditions of high empowering team leadership, a team member's virtual teamwork situational judgment (VT‐SJ) is positively and significantly associated with his or her virtual collaboration behaviors and also indirectly with his or her individual performance in the team. At the team level, our findings also suggest that the impact of empowering leadership on team members’ aggregate virtual collaboration, and indirectly on team performance, increases at higher levels of team dispersion. These findings shed important light on the role of team leadership in fostering effective collaboration and performance of geographically dispersed virtual teams.     

The role of trainee knowledge structures in aviation team environments

The importance of having well-developed knowledge structures to enhance complex team performance has been recently indicated in the training effectiveness literature. This work tested that proposition within an aviation team training setting. Results suggested that aviation team training improved the knowledge structures of those participants who received the training. Knowledge structure data also provided information related to the training that was not available from more traditional measures of learning. Finally, results obtained from the knowledge structure measures were consistent with performance results, suggesting that knowledge structure measures are a potentially valid predictor of performance.     

Doping use in sport teams: The development and validation of measures of team-based efficacy beliefs and moral disengagement from a cross-national perspective

ObjectivesThe main goal of this research focused on the development and validation of three instruments designed to assess athletes' self-regulatory efficacy in team contexts, team collective efficacy and team moral disengagement with relevance for doping use across three European countries.DesignThe research relied on three distinct studies. A first qualitative study focused on item development. The second study assessed the factor structure and internal reliability of each of the new team instruments. The third study provided evidence for instrument validity by assessing the hypothesis that efficacy measures and moral disengagement would contribute to team athletes' doping intentions. The latter two studies also focused on the relations among measures and on measurement reliability, both within and across countries.MethodThe first study relied on focus group data collected from twenty-one team sport professionals (mean age = 34; SD = 11.65). Four hundred and fourteen adolescent athletes (mean age = 16.69; SD = 1.55) participated in the second study, whereas seven hundred forty-nine adolescent team athletes (mean age = 16.43; SD = 1.69) participated in the third study. For the latter two studies, team athletes were recruited across Italy, Germany and Greece and provided data on the new team measures. Only athletes participating in the third study provided data on doping intentions.ResultsThe findings of the three studies supported the empirical goals of the investigation and provided evidence for the factor structure, reliability and validity of the team instruments. Furthermore, multi-group findings supported the hypothesis that the new instruments would have equivalent measurement and validity characteristics across the three European countries. The conclusions focus on the conceptual and practical implications of these findings.     

团队学习、交互记忆系统与团队绩效：基于IMOI范式的纵向追踪研究

本研究采用纵向追踪设计,以55支实际运行的项目团队作为研究对象,分析检验了交互记忆系统对于团队学习与团队绩效之间关系的作用机制; 并基于理论界近期受到广泛关注的IMOI研究范式,通过两阶段的追踪探索团队学习与团队绩效间关系的动态机制。结果表明: 交互记忆系统对团队学习与团队绩效间关系呈现出显著的中介效应,能够为团队学习的绩效机制提供良好的理论解释力;另一方面,团队学习是一种动态演进的组织行为过程,采用IMOI范式来替代传统的I-P-O模型能够更好地剖析其动态属性。     

多团队成员身份及其作用机制

多团队成员身份(multiple team membership)是指员工在一段时间内以正式身份参与多个团队的工作状态及工作模式。以往围绕“团队数量”和“团队成员身份多样性”展开的研究未能对多团队成员身份的效应形成一致的认识和研究结论。因此,在系统回顾发展历程、厘清概念内涵的基础上,提炼出多团队成员身份“多重团队情境”和“多重团队认同”两个关键特征,并从注意力资源视角、社会网络视角和社会身份视角梳理并发展多团队成员身份的作用机制。最后,针对以往研究对多团队成员身份关键特征的关注缺失、社会网络视角和社会身份视角下有意义却尚未被探索的问题,综合技术和时间等因素提出了未来研究建议。     

Performance implications of leader briefings and team-interaction training for team adaptation to novel environments

The authors examined how leader briefings and team-interaction training influence team members' knowledge structures concerning processes related to effective performance in both routine and novel environments. Two-hundred thirty-seven undergraduates from a large mid-Atlantic university formed 79 three-member tank platoon teams and participated in a low-fidelity tank simulation. Team-interaction training, leader briefings, and novelty of performance environment were manipulated. Findings indicated that both leader briefings and team-interaction training affected the development of mental models, which in turn positively influenced team communication processes and team performance. Mental models and communication processes predicted performance more strongly in novel than in routine environments. Implications for the role of team-interaction training, leader briefings, and mental models as mechanisms for team adaptation are discussed.     

领导正直的概念、测量及其展望

领导正直（leader integrity）作为一种道德品质,长期以来被认为是有效领导者的关键特征。近年来, 道德丑闻和管理者违法乱纪事件频频发生,引发了学术界对领导正直问题的关注。然而,学界对领导正直 的内涵、测量及其作用机制的研究尚处于起步阶段,关于领导正直的文献综述更是寥寥无几。本文从领导 正直的概念、测量、影响因素、作用机制和实施效果等方面,对国内外相关研究进行系统梳理和探讨。未 来研究应从领导正直的概念与维度的完善、影响因素的拓展和作用机制的深入识别等方面展开努力。     

Military Team Research: 10 Years of Progress

The military is growing increasingly dependent on the ability of individuals to coalesce quickly into effective teams. Consequently, there is a need for scien- tists to develop an understanding of the processes that influence team perfor- mance so that appropriate training can be developed. In this review, we describe the progress that has been made toward this goal. A historical perspective is provided for each of four critical factors in team performance: theoretical development, critical team processes, measurement, and training. A review of recent research in each of these areas is also presented. We conclude with a number of directions for future research.     

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.     

Interactions of team mental models and monitoring behaviors predict team performance in simulated anesthesia inductions

In the present study, we investigated how two team mental model properties (similarity vs. accuracy) and two forms of monitoring behavior (team vs. systems) interacted to predict team performance in anesthesia. In particular, we were interested in whether the relationship between monitoring behavior and team performance was moderated by team mental model properties. Thirty-one two-person teams consisting of anesthesia resident and anesthesia nurse were videotaped during a simulated anesthesia induction of general anesthesia. Team mental models were assessed with a newly developed measurement tool based on the concept-mapping technique. Monitoring behavior was coded by two organizational psychologists using a structured observation system. Team performance was rated by two expert anesthetists using a performance-checklist. Moderated multiple regression analysis revealed that team mental model similarity moderated the relationship between team monitoring and performance; a higher level of team monitoring in the absence of a similar team mental model had a negative effect on performance. Furthermore, team mental model similarity and accuracy interacted to predict team performance. Our findings provide new insights on factors influencing the relationship between team processes and team performance in health care. When investigating the effectiveness of a specific team coordination behavior, team cognition has to be taken into account. This represents a necessary and compelling extension of the popular process-outcome relationship on which previous teamwork research in health care has focused. Moreover, the current study adds further external validity to the concept of team mental models by highlighting its usefulness in health care.     

Time for temporal team mental models: Expanding beyond “what” and “how” to incorporate “when”

Although often ignored, establishing and maintaining congruence in team members’ temporal perceptions are consequential tasks that deserve research attention. Integrating research on team cognition and temporality, this study operationalized the notion of a temporal team mental model (TMM) at two points in time using two measurement methods. Ninety eight three-person teams participated in a computerized team simulation designed to mimic emergency crisis management situations in a distributed team environment. The results showed that temporal TMMs measured via concept maps and pairwise ratings each positively contributed uniquely to team performance beyond traditionally measured taskwork and teamwork content domains. In addition, temporal TMMs assessed later in teams’ development exerted stronger effects on team performance than those assessed earlier. The results provide support for the continued examination of temporal TMM similarity in future research.     

领导集权度与团队成员交换：任务互依性与团队绩效压力的调节作用

从情感互动视角出发,通过三个时间节点对72个团队的问卷调查,探讨了领导集权度对团队成员交换（TMX）及团队绩效的作用机制和边界条件。结果表明：任务互依性和团队绩效压力调节了领导集权度与TMX间的关系,即任务互依性或团队绩效压力越高,领导集权度与TMX之间的负向关系越弱,反之则越强。进一步分析显示,任务互依性和团队绩效压力调节了TMX在领导集权度和团队绩效间关系的中介作用,表现为被调节的中介作用模型。     

THE EFFECT OF VERBAL SELF-GUIDANCE TRAINING ON COLLECTIVE EFFICACY AND TEAM PERFORMANCE

Although organizations frequently use teams, few studies have systematically examined training methods designed to improve collective efficacy and team performance. As such, the primary purpose of this study was to examine the effectiveness of verbal self-guidance (VSG) training, adapted from Meichenbaum (1975,1977), on collective efficacy and team performance. Using a quasi-experimental design, undergraduate students ( n = 184) were assigned to 42 teams. These 42 teams were assigned to 2 training conditions (verbal self-guidance/comparison). Results revealed that verbal self-guidance had a main effect on collective efficacy and performance. Collective efficacy was found to mediate the VSG training-performance relationship; it also correlated significantly with both team performance and the use of verbal guidance skills.     

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.     

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 driving simulators effective tools for evaluating novice drivers’ hazard anticipation,speed management,and attention maintenance skills?

Novice drivers (teen drivers with their solo license for 6 months or less) are at a greatly inflated risk of crashing. Post hoc analyses of police accident reports indicate that novice drivers fail to anticipate hazards, manage their speed, and maintain attention. These skills are much too broadly defined to be of much help in training. Recently, however, driving simulators have been used to identify those skills which differentiate the novice drivers from older, more experienced drivers in the areas of hazard anticipation and speed management. Below, we report an experiment on a driving simulator which compares novice and experienced drivers’ performance in the third area believed to contribute especially heavily to crashes among novice drivers: attention to the forward roadway. The results indicate that novice drivers are much more willing to glance for long periods of time inside the vehicle than are experienced drivers. Interestingly, the results also indicate that both novice and experienced drivers spend equal amounts of time glancing at tasks external to the vehicle and in the periphery. Moreover, just as a program has been designed to train the scanning skills that clearly differentiate novice from experienced drivers, one might hope that a training program could be designed to improve the attention maintenance skills of novice drivers. We report on the initial piloting of just such a training program. Finally, we address a question that has long been debated in the literature: Do the results from driving simulators generalize to the real world? We argue that in the case of hazard anticipation, speed management, and attention maintenance the answer is yes.     

The comparative effectiveness of distributed and colocated team after-action reviews

Despite their frequent use in the military and private sectors, the comparative effectiveness of colocated and distributed after-action reviews (AARs) is relatively unknown. Consequently, this study examined the comparative effectiveness of colocated and distributed AARs across taskwork and teamwork outcomes. Data were obtained from 492 participants randomly assigned to 123 four-person teams who participated in one of six AAR conditions. The results indicated that teams in the AAR conditions had significantly higher performance and team efficacy scores than the teams in the non-AAR conditions. In summary, the findings highlight that regardless of the training environment or type of AAR, the AAR remains an effective method at increasing performance and other outcomes. Therefore, the use of distributed AARs does not engender the posited process losses that were hypothesized.