Team tenure and team performance: A meta-analysis and process model

Team tenure is a key component of models of team effectiveness. However, the nature of the relationship between team tenure and team performance is unclear due to underdeveloped theory on the nature of team tenure, various unintegrated theoretical conceptualizations of team tenure, and mixed empirical findings. Further, there is a lack of theory as to the intervening team processes and emergent states that account for the “black box” of the team tenure–team performance relationship. Accordingly, we conducted meta-analyses of the relationships of team tenure with team processes and performance. Our results, based on 622 effect sizes reported in 169 studies, show that team tenure, conceptualized as additive team tenure, collective team tenure, and team tenure dispersion, is positively related to team performance. Relative weights analysis found additive team tenure to be a relatively more important predictor of team performance than collective team tenure or team tenure dispersion. We found that team cognition, motivational-affective states, and behavioral processes mediate the relationships of additive team tenure, collective team tenure, and team tenure dispersion with team performance, respectively. We discuss the implications of these findings for research and practice.     

Team capability beliefs over time: Distinguishing between team potency,team outcome efficacy,and team process efficacy

Teams that have positive beliefs about their capability tend to perform more effectively. However, relatively little is known about the nature and change of different types of team capability beliefs. Team potency and team efficacy are two approaches to understanding team capability beliefs, but few studies have considered these beliefs simultaneously. We investigate their distinctiveness and relative predictive power. Additionally, we propose two types of team efficacy: team outcome efficacy and team process efficacy. In two longitudinal samples of executive MBA study teams (sample 1, N=213 individuals in 41 teams; sample 2, N=360 individuals in 89 teams), we showed that team potency, team outcome efficacy, and team process efficacy are factorially distinct and measure invariant at four time points over 7 months (except for high levels of team outcome efficacy for which factorial invariance emerged). We also show differential predictive validity. Team outcome efficacy was the strongest predictor of objective team performance, whereas team process efficacy was the best predictor of citizenship behaviours. Team potency predicted both outcomes, albeit more weakly. Collectively, the findings show the value of a more fine‐grained approach to teams' capability beliefs, including a new validated measure of team process efficacy.     

Collective efficacy beliefs in student work teams: Relation to self-efficacy, cohesion, and performance

A measure of collective efficacy was developed and administered to undergraduates working in project teams in engineering courses. Findings in each of two samples revealed that the measure contained a single factor and was related to ratings of team cohesion and personal efficacy. Collective efficacy was also found to relate to indicators of team performance at both individual and group levels of analysis. Consistent with social cognitive theory, collective efficacy was a stronger predictor of team performance than team members’ perceptions of their self-efficacy. We consider the implications of these findings for further research, theory, and practice on team functioning within occupational and educational settings.     

团队情绪氛围对团队创新绩效的影响机制

基于85个团队的团队领导和475名团队成员的配对数据, 考察了团队情绪氛围、情绪劳动及团队效能感对团队创新绩效的影响机制。结果发现：团队中有两种类型的情绪交换—— 团队情绪氛围是团队内部的情绪交换, 而情绪劳动是团队成员对外的情绪交换。高强度的情绪劳动(高外部情绪交换)具有情绪资源攫取的效果, 削弱了团队积极情绪氛围与团队创新绩效之间的关系; 当团队工作的情绪劳动程度较高时, 团队较低的积极情绪氛围对于团队创新反而有更强的促进作用。团队积极情绪氛围(团队内部的积极情绪交换)对于团队效能感有促进作用。团队情绪氛围与情绪劳动的交互作用以团队效能感为完全中介进而影响团队创新绩效。     

Transformational leadership and team performance in sports teams: A conditional indirect model

This study tests how transformational leadership fosters team performance through team cohesion and how that relationship is moderated by previous team performance and leadership consensus. We computed a moderated-mediation model based on a sample of 690 professional players in 59 top professional teams in interactive team sports leagues (basketball, handball, roller hockey, and indoor football/soccer) in Spain. Our findings suggest that transformational leadership indirectly influences objective team performance through the mediation role of team cohesion and that this indirect effect is more prominent when the level of previous performance is higher. We also found that the indirect effect of transformational leadership on team performance via cohesion is stronger in teams with higher consensus regarding their coaches' leadership. Overall, our results demonstrate the importance of integrating dispersion and contextual variables into research models, in particular, previous performance and leadership consensus.     

Solidarity in STEM: How Gender Composition Affects Women’s Experience in Work Teams

The relationships among the percentage of women in a team and women’s sense of team identification and collective efficacy as well as team performance was examined. We explored these relationships in a sample of student teams conducting a semester-long social science research project within the context of science and technology-focused university. Findings with 95 U.S. college students (43 women) show that women experience higher team identification and collective efficacy as the percent of women teammates increases. Additionally, women’s team identification and collective efficacy mediate the relationship between the percentage of women on the team and overall team performance. Interestingly, the number of men on the team did not influence men’s sense of team identification, collective efficacy, or team performance. This research has implications for team composition. Specifically, when navigating diversity in teams, managers and leaders should aim to build teams that are composed of multiple women versus an approach that divides women up among various teams. In doing so, managers can better secure conditions for the development of positive teamwork experiences and, ultimately, performance.

     

创新氛围、创新效能感与团队创新：团队领导的调节作用

在团队层次探讨创新氛围、创新效能感以及团队领导对团队创新绩效的影响。对51个工作团队的研究结果表明, 团队创新氛围与团队创新绩效有显著的正向关系, 而团队创新效能感在这一关系中起到中介作用。同时, 引领创新的团队领导调节了创新效能感与团队创新绩效之间的关系, 团队领导越倾向于引领创新, 创新效能感与创新绩效之间的关系就越强, 经由创新效能感传导的创新氛围对创新绩效的效应也就越大。研究结果深刻揭示了创新氛围、创新效能感、创新领导和团队创新之间的关系。     

Beyond shared perceptions of trust and monitoring in teams: implications of asymmetry and dissensus

Past research has implicitly assumed that only mean levels of trust and monitoring in teams are critical for explaining their interrelations and their relationships with team performance. In this article, the authors argue that it is equally important to consider the dispersion in trust and monitoring that exists within teams. The authors introduce "trust asymmetry" and "monitoring dissensus" as critical dispersion properties of trust and monitoring and hypothesize that these moderate the relationships between mean monitoring, mean trust, and team performance. Data from a cross-lagged panel study and a partially lagged study support the hypotheses. The first study also offered support for an integrative model that includes mean and dispersion levels of both trust and monitoring. Overall, the studies provide a comprehensive and clear picture of how trust and monitoring emerge and function at the team level via mean and dispersion.     

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.     

Interactive Effects of Team and Task Shared Mental Models as Related to Air Traffic Controllers' Collective Efficacy and Effectiveness

We assessed the influence of task and team shared mental models (SMMs) on team effectiveness, as mediated by collective efficacy. Using a sample of 422 air traffic controllers representing 43 Navy teams from land-based towers, task SMMs exhibited a significant linear relationship with team effectiveness, whereas team SMMs did not. Moreover, the interaction of team and task SMMs was positively related to team effectiveness. Collective efficacy was found to mediate the relationship between task SMMs (but not team SMMs or their interaction) and team effectiveness. Results are discussed in terms of the complex nature of SMMs and team outcomes.     

Executive turnover: the influence of dispersion and other pay system characteristics

Using tournament theory as a guiding theoretical framework, in this study, we assess the organizational implications of pay dispersion and other pay system characteristics on the likelihood of turnover among individual executives in organizational teams. Specifically, we estimate the effect of these pay system characteristics on executive turnover decisions. We use a multi-industry, multilevel data set composed of executives in publicly held firms to assess the effects of pay dispersion at the individual level. Consistent with previous findings, we find that pay dispersion is associated with an increased likelihood of executive turnover. In addition, we find that other pay characteristics also affect turnover, both directly and through a moderating effect on pay dispersion. Turnover is more likely when executives receive lower portions of overall top management team compensation and when they have more pay at risk. These conditions also moderate the relationship between pay dispersion and individual turnover decisions, as does receiving lower compensation relative to the market.     

Collective Efficacy as a Mediator of the Trustworthiness – Performance Relationship in Computer-Mediated Team-based Contexts

The current study investigated the role of trustworthiness perceptions at the individual level and collective efficacy at the team level on team performance in computer-mediated teams using multi-level structural equation modeling (MSEM). It was hypothesized that trustworthiness perceptions and collective efficacy would predict team performance, and collective efficacy would partially mediate the trustworthiness – performance relationship in computer-mediated teams. Sixty-four teams (five participants each) engaged in a computer-mediated task across two experimental sessions. Trustworthiness measured after session 1, collective efficacy measured after sessions 1 and 2, and team performance measured of sessions 1 and 2 were used to build the MSEM. The half longitudinal model for assessing mediation was used to examine the influence of trustworthiness perceptions on performance through collective efficacy over time. Results demonstrated support for the hypothesized model, such that trustworthiness perceptions demonstrated indirect effects on performance through collective efficacy. These findings extend past research by identifying an emergent mechanism by which trustworthiness is important for team performance in computer-mediated teams.     

Team Proactivity as a Linking Mechanism between Team Creative Efficacy,Transformational Leadership,and Risk‐Taking Norms and Team Creative Performance

Despite the growing body of research on creativity in team contexts, very few attempts have been made to explore the team‐level antecedents and the mediating processes of team creative performance on the basis of a theoretical framework. To address this gap, drawing on Paulus and Dzindolet's (2008) group creativity model, this study proposed team creative efficacy, transformational leadership, and risk‐taking norms as antecedents of team creative performance and team proactivity as an intervening mechanism between these relationships. The results of team‐level regression analyses conducted on the leaders and members of 103 Korean work teams showed that team creative efficacy and risk‐taking norms were positively associated with team creative performance. Furthermore, the relationships between team creative efficacy and team creative performance and between risk‐taking norms and team creative performance were mediated by team proactivity. These findings offer new insights regarding the antecedents and the mediator of creative performance in team contexts and important implications for theory and practice.     

虚拟团队学习效能研究:社会认知因素的影响

本研究采用现场研究的方法,对21个虚拟团队学习的效能进行了实证研究。研究对社会认知因素中的效能感和目标取向对虚拟团队学习效能(技能改变、工作任务和团队健康水平)的影响进行了研究,并探讨了对虚拟团队的态度在中间所起的作用。研究发现,虚拟团队效能感和学习取向对虚拟团队的学习效能产生作用,而对虚拟团队学习的态度、团队信任对虚拟团队学习的效能起着中介或直接的作用。     

社会网络视角的团队情绪智力

据估计, 60%的团队都没有达到它们的目标, 这给学术界提出了重要且具有挑战性的研究课题。情绪智力(emotional intelligence)是在人际关系基础上发展起来的重要概念。研究发现, 基于微观个体或宏观整体的团队情绪智力在团队成功达到目标过程中起到重要作用。然而, 当前尚无研究探讨基于团队局部成员间情绪智力行为交换而产生的团队情绪智力对团队的影响。为此, 本课题从配对层次(一对一关系中两个人, 即actor-target)这一新角度探讨团队情绪智力, 通过把它看做团队过程中一种产生的状态(emergent state), 在整合团队成员交换理论和社会网络方法基础上对它进行研究。具体围绕团队内配对单元存在的交换关系(指目标者感受到行动者对其实施的情绪智力行为)在团队中形成的网络所代表的团队情绪智力开展实证研究, 以期从理论上揭示团队内情绪智力行为交换的特征, 情绪智力自下而上(bottom-up)由个体发展到团队的过程, 以及配对基础的团队情绪智力的影响效应, 从而为团队管理实践提供具体的改善建议。     

Collective‐efficacy as a mediator of the relationship of leaders' personality traits and team performance: A cross‐level analysis

The relationship between a leader's personality and his team's performance has been established in organisational research, but the underlying process and mechanism responsible for this effect have not been fully explored. Both the traditional multiple linear regression and the multilevel structural equation model approaches were used in this study to test a proposed mediating model of subordinates' perception of collective efficacy between leader personality and team performance. The results show that the team leader's extraversion and conscientiousness personality traits were related positively to both the team‐average (individual) perception of collective efficacy and team performance, and the collective efficacy mediated the relationship of the leader's personality traits and team performance. This study also discusses how Chinese cultural elements play a role in such a mediating model.     

A test of the impact of collective efficacy in routine and novel performance environments

Collective efficacy was predicted to influence coordination processes and team 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 wargame simulation exercise. Findings indicated that in routine situations, teams with higher levels of collective efficacy evidenced stronger coordination processes, whereas in novel situations teams with lower levels of collective efficacy displayed better coordination processes. Collective efficacy boosted team performance in both routine and novel environments. Implications of these findings are discussed with regard to the role of team confidence in challenging performance situations.     

合作学习中一般自我效能感与自我监控的表现

该研究运用情境实验和问卷测量的方法,初探了一般自我效能感与自我监控不同的学生在合作学习的小组活动自评中的差异。结果表明,一般自我效能感高的被试对小组话动的价值评价比一般自我效能感低的被试更积极;但在对组织者的评价和对合作学习的喜爱程度上不如一般自我效能感低的学生。自我监控高的学生比自我监控低的学生对组织者有更积极的评价,但在对合作学习的喜爱程度上却比不上自我监控低的同学。     

Exploring the Effects of Value Diversity on Team Effectiveness

Purpose

The goal of the present study was to explore the potential impact of within-team value diversity with respect to both team processes and task performance.

Design/Methodology/Approach

We explored value diversity within a comprehensive framework such that all components of basic human values were examined. A sample of 306 participants randomly assigned to 60 teams, performed a complex hands-on task, demanding high interdependence among team members, and completed different measures of values and team processes.

Findings

Results indicated that value diversity among team members had no significant impact on task performance. However, diversity with respect to several value dimensions had a significant unique effect on team process criteria. Results were consistent with respect to the nature of the impact of value diversity on team process outcomes. Specifically, the impact of team value diversity was such that less diversity was positively related to process outcomes (i.e., more similarity resulted in more team cohesion and efficacy and less conflict).

Implications

The results indicated that disparity among teammates in many of these values may have important implications on subsequent team-level phenomena. We suggest team leaders and facilitators of teambuilding efforts could consider adding to their agendas a session with team members to analyze and discuss the combined value profiles of their team.

Originality/Value

This is the first study to highlight the unique impact of many unexamined, specific components of team diversity with respect to values on team effectiveness criteria.