This study examines how authentic leadership influences team performance via the mediating mechanism of team reflexivity. Adopting a self-regulatory perspective, we propose that authentic leadership will predict the specific team regulatory process of reflexivity, which in turn will be associated with two outcomes of team performance, effectiveness and productivity. Using survey data from 53 teams in three organizations in the United Kingdom and Greece and controlling for collective trust, we found support for our stated (...) hypotheses with the results indicating a significant fully mediated relationship. As predicted the self-regulatory behaviors inherent in the process of authentic leadership served to collectively shape team behavior, manifesting in the process of team reflexivity, which, in turn, positively predicted team performance. We conclude with a discussion of how this study extends theoretical understanding of authentic leadership in relation to teamwork and delineate several practical implications for leaders and organizations. (shrink)

This paper examines the mechanisms that influence team-level performance, which is critical to organizational effectiveness. It investigates psychological safety, a shared belief that the team is safe for interpersonal risk-taking, and a causal model mediated by learning behavior and efficacy. This model hypothesizes that psychological safety and efficacy are related, which have been believed to be the same-dimension constructs. It also explains the process of how learning behavior affects the team’s efficacy. According to a study of (...) 104 field teams in a multinational enterprise in Korea, psychological safety did not affect team effectiveness. However, when mediated by learning behavior and efficacy, a full mediation effect was found. The result supports a well-known metaphor that psychological safety is the engine of performance, not the fuel. It also explains how individuals contribute to group performance under a psychologically safe climate, enhancing team processes. Based on the findings, this paper suggests theoretical and methodological implications for future research to maximize the effectiveness of teams. (shrink)

As teams become increasingly common for organizations to accomplish key objectives, improving team performance is a critical challenge for both practitioners and researchers. As researchers have converged on the notion that team performance is strongly influenced by subgroups, scholars have begun to explore how perception of subgroups influence team performance. Thus, in this study, we examined how perceived subgroups influenced the team transactive memory system (TMS), and hence team performance. We also (...) proposed the moderating role of guanxi perception on the relationship between perceived subgroups and TMS. Utilizing two-wave multi-source data from 87 working teams in a Chinese central government-owned corporation, and based on multiple (moderator) hierarchical regression analyses, our results demonstrated that perceived subgroups were a negative predictor of TMS and team performance and TMS mediated the negative relationship between perceived subgroups and team performance. That is, perceived subgroups inhibited team performance by blocking the development of a robust TMS. In addition, guanxi perception acted as a positive moderator, mitigating the negative relationship between perceived subgroups and TMS. Furthermore, the moderated mediation analysis of the integrative model revealed that the indirect effect of perceived subgroups on team performance via TMS was contingent on guanxi perception. Overall, our findings identified the pivotal role of perceived subgroups, TMS, and guanxi perception in working teams in the Chinese context. (shrink)

In this paper, we analyze the relationship between the logic of gift and team performance. We explore this connection empirically, using a detailed data set from the National Basketball Association. In particular, we use the NBA Cares Community Assist Award as a way to measure gift-giving to the community. We explore the response of an entire team after one if its members has been recognized for his gift-giving behavior. Using two winners, we show that after a player (...) has received the award there is an increase in the number of assists given by each member of the team, and that there is also an increase in the number of wins. Therefore, our results show that the team’s performance would improve after a player has been recognized because of his gift-giving attitude. This finding to management implies that managers’ incentivization of a sharing and giving philosophy would not only improve their relationship bond but it would also help them increase their performance. (shrink)

This study examines the influence of three components of corporate social responsibility on team performance. In the proposed model of this study, team performance is indirectly affected by three dimensions of perceived corporate citizenship (i.e., economic, legal, and ethical citizenship) via the mediation of team efficacy and team self-esteem. Surveying members of 172 teams confirms most of our hypothesized effects. Our results show that economic citizenship influences team performance via the mediation of (...) both team efficacy and team self-esteem. However, legal citizenship influences team performance via team efficacy alone, whereas ethical citizenship influences team performance only via team self-esteem. We discuss the theoretical and managerial implications of our findings. (shrink)

Among the many approaches to leadership, servant leaders stand out for the emphasis they place on the importance of service to their followers, the organization, and the broader community. We develop and test a multilevel mediation model, in which the relationship between servant leadership and team performance is sequentially transmitted through individual-level organizational citizenship behavior (OCB) and team-based internal social capital. Multilevel structural equation modeling was applied to a sample of 343 teams, reflecting 835 respondents from various (...) departments at 171 hotels in Spain; both top-down (between team leaders and individual employees) and bottom-up relationships (individual employee behavior and team outcomes) were assessed. As anticipated, individual-level OCB and group-level internal social capital fully mediated the positive effect of servant leadership on team performance. Our findings illustrate that servant leadership in the team-based business enterprise context can foster virtuous individual-level OCB to help build task-focused community, in which leaders, followers, and teams can flourish for the common good. Thus, managers should know that serving their team members first and foremost is a positive for the flourishing of all involved. As such, policymakers should pursue communication and training initiatives to encourage the practice of servant leadership. (shrink)

With the knowledge that team work is not always associated with high(er) performance, we draw from the Multi-Level Theory of Psychological Contracts, Person-Environment Fit Theory, and Optimal Distinctiveness Theory to study shared perceptions of psychological contract (PC) breach in relation to shared perceptions of complementary and supplementary fit to explain why some teams perform better than other teams. We collected three repeated survey measures in a sample of 128 respondents across 46 teams. After having made sure that we (...) met all statistical criteria, we aggregated our focal variables to the team-level and analysed our data by means of a longitudinal three-wave autoregressive moderated-mediation model in which each relationship was one-time lag apart. We found that shared perceptions of PC breach were directly negatively related to team output and negatively related to perceived team member effectiveness through a decrease in shared perceptions of supplementary fit. However, we also demonstrated a beneficial process in that shared perceptions of PC breach were positively related to shared perceptions of complementary fit, which in turn were positively related to team output. Moreover, best team output appeared in teams that could combine high shared perceptions of complementary fit with modest to high shared perceptions of supplementary fit. Overall, our findings seem to indicate that in terms of team output there may be a bright side to perceptions of PC breach and that perceived person-team fit may play an important role in this process. (shrink)

This research paper explores the implications of emotional intelligence and the Big Five personality model on virtual team effectiveness. It illustrates how emotional intelligence and Big Five personality traits help team members better understand interpersonal relationships and develop constructive virtual teams. The widespread use of virtual team meetings for collaborative work over in-person interaction with diverse personalities creates discord and trust among team members, limiting overall productivity. A quantitative analysis approach is used, with hypotheses tested and (...) a series of multiple linear regression analyses performed on data collected from relevant industries using convenient sampling. The findings show that the Big Five personality affects the virtual team's trust and collaboration parameters. However, the relationship between personality traits and team effectiveness is mediated by emotional intelligence. Also, it is explored that having control over emotional intelligence or developing emotional intelligence would improve team performance while managing and working with a diverse group of people. (shrink)

In order to make strategic decisions and improve their firm’s performance, top management teams must have information on the competitive context in general, and the firm’s competitors in particular. During the decision-making process, top managers can have access to “privileged information”—i.e., information of a confidential and potentially strategic nature that could ultimately confer a decisional advantage over competing parties. However, obtaining and using privileged information in a business context is often illegal—and if not, is usually deemed unethical or “against (...) the rules.” Using a quasi-experimental design, this study explores the reasons why an individual might engage in such unethical behavior. We assess the extent to which managers use privileged information with respect to perceived team cohesion and peers’ ethicality. More specifically, our results show that the use of privileged information is predicted by the decision-maker’s perceptions of their team cohesion and their peers’ ethicality. Moreover, we find that team performance, as a group-level nonself-reported factor, moderates the relationship between cohesion and the use of privileged information. The relationship between cohesion, ethical behavior, and team performance is also discussed. We draw on these findings to make some practical suggestions on how to incorporate practices that could better prevent the unethical use of privileged information in strategic decision-making processes. (shrink)

Distributed agile teams are increasingly employed in organizations, partly due to the increased focus on digital transformation. However, research findings about the performance of such teams appear to be inconsistent, calling for more research to investigate the conditions under which distributed agile teams may thrive. Given that task coordination is particularly challenging when team members are not co-located, the present study investigates the roles of the two types of task interdependence, i.e., initiated versus received task interdependence. Survey results (...) from 191 participants working in distributed agile teams within three companies in Norway confirm our hypotheses. Specifically, we show that high initiated task interdependence is associated with higher role clarity of others, while received task interdependence is associated with higher role clarity of self, and that both subsequently result in higher team performance in distributed agile teams. Thus, we argue that each type of task interdependence contributes in a unique way to team performance in distributed agile teams. (shrink)

This paper examined the persistence of individuals’ power in teams and the individual- and team-level factors influencing power maintenance and loss in the long-term. Specifically, and in line with the functional theory of power, we showed that individuals’ state of power in the past exerted a significant behavioral impact on their later state of power, hence, confirming the “power persistence” hypothesis. Furthermore, and in accordance with the conflict theory of power, we found that individuals’ competence positively influenced power above (...) and beyond its persistence. We also showed that individuals’ uncooperative behavior and team performance had a negative and significant effect on individuals’ power above and beyond its persistence. Finally, we discussed the importance of individuals’ power dynamics for effectively managing power struggles in teams. (shrink)

In addition to the team’s shared goals, team members also often hold goals unrelated to the team. Research about such goals, which we call “extra-team goals”, has been limited. In the current research, we examine how awareness of a team member’s ETGs affects team outcomes. A laboratory experiment examines the effects of disclosure of different types of ETGs by one team member on team performance, team viability, and team satisfaction (...) while engaging in a brainstorming task. Our findings suggest that there are significant positive effects of ETG disclosure on team performance, team viability, and team satisfaction, and that these effects are mediated by perceptions of the target’s commitment to the team’s goal. (shrink)

Based on the social interdependence theory, we proposed that the distributive justice climate affects virtual team performance via high-quality relationships, and then we investigated the boundary effect of team proactive personality. The data used in this study were collected in China, including 327 virtual team members that belonged to 75 teams. The following results are obtained: Distributive justice climate and high-quality relationships have significant positive effects on virtual team performance. High-quality relationships mediate the relationship (...) between the distributive justice climate and virtual team performance. Team proactive personality strengthens the direct effect of the distributive justice climate on high-quality relationships. Team proactive personality strengthens the indirect effect of the distributive justice climate on virtual team performance through high-quality relationships. These empirical results have important theoretical significance for team climate construction, personnel selection, and team performance promotion. (shrink)

This study aims to determine possible associations between strength parameters, injury rates, and performance outcomes over six seasons in professional basketball settings. Thirty-six male professional basketball players [mean ± standard deviation : age, 30.5 ± 4.7 years; height, 199.5 ± 9.5 cm; body mass, 97.9 ± 12.9 kg; BMI 24.6 ± 2.5 kg/m2] participated in this retrospective observational study, conducted from the 2008–09 to the 2013–14 season. According to their epidemiological records, each player followed an individual plan designed within (...) different strength training programs: Functional, Eccentric, or Resistance. Seven hundred and fourteen valid records were obtained from 170 individual strength tests during 31 sessions. Tests performed were leg press, squat, and jerk. Parameters recorded were force, power, velocity, peak velocity, and time to peak velocity for strength; time loss injury and muscle injury for injury rate; and games won, games lost, and championships for performance outcomes. All the strength variables and injuries are independent of the strength programs. The correlation analysis showed very significant relationships between muscular injuries and time to peak velocity, significant relationships between force and games lost, and muscular injuries with games lost per season. Mean values per season described a possible association of force, time to peak velocity, and muscular injuries with performance outcomes. In this specific context, strength variables and injury rate data show no association with a single type of strength training program in this cohort of high-performance basketball players. (shrink)

Zusammenfassung In der vorliegenden Untersuchung wird eine Methodik zur Prognose des sportlichen Erfolgs eines Fußballunternehmens in der Bundesliga aufgezeigt. Um der begrenzten Prognostizierbarkeit des sportlichen Erfolgs Rechnung zu tragen, berücksichtigt das Prognosemodell neben der relativen Spielergehaltssumme, dem relativen Trainergehalt und der Vereinseffizienz explizit den Zufall als Einflussgröße. Das Prognosemodell wird dabei mit Hilfe einer empirischen Untersuchung der Spielzeiten 1996/1997 bis 2002/2003 validiert und spezifiziert. Die Prognose des sportlichen Erfolgs erfolgt mittels Monte-Carlo-Simuladon. Dementsprechend liefert das Prognosemodell keinen einzelnen Erwartungswert für die (...) Platzierung, sondern eine Wahrscheinlichkeitsverteilung. Hieraus lassen sich Wahrscheinlichkeiten für unterschiedliche sportliche Szenarien, wie z.B. den Gewinn der Deutschen Meisterschaft oder die Champions League-Qualifikation, ableiten. Die so ermittelte Wahrscheinlichkeitsverteilung der Platzierung ist wiederum geeignet, für die Einnahmenverteilung eines Fußballunternehmens ebenfalls Wahrscheinlichkeiten zu ermitteln. (shrink)

Prior research has demonstrated a strong relationship between team performance and team members’ team efficacy beliefs and perceptions of social integration. Performing well increases the feelings of collective ability that comprise team efficacy and the feelings of psychological connectedness that make up social integration, while performing poorly erodes them. In this article, we draw from the social cognitive base of ethical leadership theory to argue that ethical leadership moderates the relationship between team performance (...) and team efficacy beliefs, and between team performance and social integration, such that these important team attitudes are buffered against the negative effects of poor performance when leaders act ethically. Alternatively, when leaders act less ethically, team efficacy and social integration break down following poor performance. We test our hypotheses in a field study of U.S. military teams actively engaged in competition. The data support our arguments. We find that ethical leadership weakens the relationships among team performance and team efficacy and social integration, respectively, such that ethical leaders preserve team efficacy and social integration when their teams do not perform well. (shrink)

Virtue-based research in business ethics has increased over the last two decades, but most of the research has focused on the actions of an individual person. In this article, we examine the associations among team-level virtues using data from two studies. Specifically, we investigate whether transparency (usually thought to be an organizational-or collective-level construct), behavioral integrity (usually thought to be an individuallevel construct), and trust (usually thought to be an individual-level construct) can be conceptualized and operate at the (...) class='Hi'>team level of analysis and, if so, what their relationships are to team performance. Using Partial Least Squares (PLS) analysis, we found in both studies that team transparency was positively related to team behavioral integrity, which in turn was positively related to team trust. We also found evidence of a positive relationship between team trust and team performance. Implications of these findings for future teams and ethics research are discussed. (shrink)

The present study expands on the growing literature concerning organizational politics by assessing the impact of team-level OP on employee performance outcomes as well as investigating the degree to which these effects are mediated by team conflict. The results, based on multilevel structural equation modeling with a sample of 349 employees from 78 firms in China, lent support for a cross-level mediating role for team conflict between political climate and employee performance. Further, moderator analyses demonstrated (...) that political climate acted as a condition for task conflict to trigger relationship conflict. Thus, the results of this study contribute to both the political climate literature and the conflict literature by clarifying the processes by which climate can influence employee performance. (shrink)

In the digital age, the global software development sector has been a forerunner in implementing new ways and configurations for remote teamwork using information and communication technologies on a widespread basis. Crises and technological advances have influenced each other to bring about changes in the ways of working. In the 70’s of the last century, in the middle of the so-called oil crisis, the concept of teleworking was defined using remote computer equipment to access office equipment and thus avoid moving (...) around using traditional vehicles. Then from the 90s, with the advent of communications and the widespread use of the Internet, the first virtual work teams were implemented in software development companies that already had some of the important characteristics needed to work in this way, such as, cultural diversity, characterized tasks, geographical distribution of members, communication, interdependence of tasks, leadership, cohesion, empowerment, confidence, virtuality. This manuscript groups the main factors into different models proposed by the literature and also analyzes the results of a study conducted in the midst of the Covid-19 crisis on 317 software development teams that had to work in virtual teams. The results of the quantitative methodology with structural equation modeling based on variance using the partial least squares route method are analyzed. The results of the research focus on some determinants that can directly affect the performance of the virtual team. A first determinant is communication in relation to the tasks. The second is trust in relation to leadership, empowerment and cohesion. The results of virtual teams provide information that can serve as a basis for future research lines for the implementation of virtual work strategies in post-pandemic work. (shrink)

This study uses a relational work design perspective to explore substitutes for leadership behaviors that promote team meaningfulness and performance. We propose that team task interdependence, a structural feature facilitating interaction among team members, can be a substitute for the contributions of empowering leadership. Data were collected from 47 R&D and technology implementation teams across three organizations in a cross-sectional field study. The results revealed that high task interdependence attenuated the contributions of empowering leadership concerning (...) class='Hi'>team meaningfulness and, indirectly, to team performance. These findings highlight that the importance of leaders as generators of team meaningfulness is contingent on team relational work design. (shrink)

Multiple team membership is a form of work organization extensively used nowadays to flexibly deploy human resources across multiple simultaneous projects. Individual members bring in their cognitive resources in these multiple teams and at the same time use the resources and competencies developed while working together. We test in an experimental study whether working in MTM as compared to a single team yields more individual performance benefits in estimation tasks. Our results fully support the group-to-individual transfer of (...) learning, yet the hypothesized benefits of knowledge variety and broader access to meta-knowledge relevant to the task in MTM as compared to single teams were not supported. In addition, we show that individual estimates improve only when members are part of groups with low or average collective estimation errors, while confidence in individual estimates significantly increases only when the collective confidence in the group estimates is average or high. The study opens valuable venues for using the dynamic model of G-I transfer of learning to explore individual learning in MTM. (shrink)

In the context of the current uncertain, complex, and interdependent work systems, teams have become organizations’ substantial working unit, which in turn challenges the traditional view of employee performance and ultimately results in the emergence of team member work role performance. Employee team-oriented work role behaviors with proficiency, adaptivity, and proactivity, which are integrated by the new construct, are so crucial to team effectiveness that many organizations keenly expect to achieve team member work role (...) performance through implementing a dispersed pay-for-performance plan within a team. This study seeks to address the organizational practitioners’ main concern that whether pay dispersion among team members could actually help realize team member work role performance and further examines why and when an employee could respond to HPD within a team by engaging in team member work role behaviors from the perspective of the performance-shaping basis and team member’s workplace benign envy. Drawing on emotion-related theory, social comparison theory, legitimacy theory, expectation theory, and relative deprivation theory, it proposes that performance-based HPD could not only positively impact team member work role performance via workplace benign envy but also exert a direct-positive effect. Moreover, the activating effect of performance-based HPD on workplace benign envy and the mediating role are much stronger when a team member’s pay position is higher. The multi-source data including objective information and subjective perception among 362 ordinary employees within 66 Chinese organizational teams primarily supported the moderated mediation model. Yet, the direct-positive effect was not established. (shrink)

In this article we use a hybrid methodology to better understand the skilful performance of sports teams as an exemplar of distributed cognition. We highlight key differences between a team of individual experts and an expert team, and outline the kinds of shared characteristics likely to be found in an expert team. We focus on the way that shared knowledge contributes to expert team performance. In particular, we suggest that certain kinds of shared knowledge (...) and shared skill, potentially developed through a team’s history of playing and training together, facilitate successful coordination. These kinds of shared knowledge and skill may be less developed in a team of experts without a shared history. Exploring the expert performance of sports teams informs our understanding of distributed cognition and collaboration more generally and creates avenues for further philosophical and empirical investigation. (shrink)

Teamwork has been argued to play an increasingly important role in numerous jobs, and several studies focused on the effects of team composition for work-related outcomes. Recent research has also identified individuals’ character strengths and positive team roles as conducive to work-related outcomes. However, there is a scarcity of research on the role of character strengths or positive team roles on the level of teams. In the present study, we extend theoretical assumptions of team role theories (...) to the study of character strengths and positive team roles: We examined the associations between character strengths and team roles with work-related outcomes on the individual and the team level. Further, we examined how the team composition relates to the outcomes, that is, whether balanced teams go along with desired outcomes and whether an overrepresentation of team roles or character strengths in a team goes along with undesired outcomes. We studied a sample of 42 teams who completed measures of team roles, character strengths, teamwork quality, job satisfaction, and self-rated individual and team performance. Further, supervisor ratings of individual and team performance were collected. Results corroborated the relationships of team roles and character strengths with individual outcomes such as that specific roles and character strengths go along with individual performance and work satisfaction. Further, the results suggested that teams in which more team roles are represented report higher performance and teamwork quality. Also, teams with higher average levels of the character strengths of teamwork and fairness, and teams with more members scoring high in fairness and prudence report higher teamwork quality. Further, there is no evidence that having too many members with a particular character strength has detrimental effects on teamwork quality, work satisfaction, or performance. We conclude that extending the study of character to the level of teams offers an important advancement. (shrink)

It is evident that, being a member of the organization, the team has to cue the influx of the green management concepts. This study focuses on the aspect of team management in green enterprises. Applying leadership theory to sample green enterprises, this paper proposes that political skills of team leadership have moderating effects on the relationship between team conflict and performance at both the individual and team levels. Empirical data were collected from 85 dyads (...) of leaders and team members in 36 green enterprises in China. It was found that the leaders’ political skills weakened the negative effects of relationship conflict on individual performance and team performance. Further, leaders’ political skills strengthened the positive effects of task conflict on individual and team performance. The results of this study deepen the cognition of two types of team conflict in theory and provide theoretical guidance for green enterprises in carrying out effective team conflict management and practical political skills training for leaders. (shrink)

Patent strategy is increasingly recognized as a vital contributor in promoting core competitiveness of an enterprise. A top management team has been indicated as one of the key factors driving changes in patent strategy. Based on upper echelons theory, this study examines how TMT characteristics, including, team diversity, emotional intelligence, and safety climate, influence enterprise patent strategic change and, hence, the business outcome. The data from 930 top managers in 228 enterprises showed that the changes in patent strategies (...) are significantly influenced by the characteristics of top managers. These aforementioned internal TMT factors have diverse effects on the speed and scope of the enterprise patent strategic change, which in turn affects firm performance in a positive and negative way, respectively. (shrink)

On many occasions, the maximum result of a team does not equate to the total maximum individual effort of each athlete (social loafing). Athletes often combine their sports life with an academic one (Dual Career), prioritizing one over the over in a difficult balancing act. The aim of this research is to examine the existence of social loafing in a group of novice university rowers and the differences that exist according to sex, academic performance, and the kind of (...) sport previously practiced (individual or team). Therefore, a study was conducted from a probabilistic perspective using the Bayesian Network analysis methodology. The results confirm the existence of the Ringelmann effect or social loafing. The Bayesian analysis let us confirm that having a good student who practices a team sport, even in the individual rowing concept, increases the probability of obtaining greater performance (higher number of strokes and more power in each one). Therefore, when rowing partnerships are formed, the occurrence probability chain is quickly simplified, along with values of the top and bottom variables. Finally, the instantiations undertaken on the bottom variable that appears to be common in the two BNs, the watt input, enhance the results obtained. In short, rowers who have a better academic record are more involved in team testing, so this characteristic is defining when it comes to achieving better performance in team testing. (shrink)

We examine the association between benevolent leadership and team creative performance in scientific research teams. Moreover, the mediating effects of creative self-efficacy and the moderating effects of openness to experience on the relationship were also analyzed. The study sample comprised 251 postgraduates from 58 scientific research teams in Chinese universities. Results revealed that benevolent leadership was positively related to team creative performance, and creative self-efficacy partially mediated this positive relationship. When team personality composition had a (...) high average team level of or a low level of variance on openness to experience, the relationship between creative self-efficacy and team creative performance was stronger. The same situation also occurred as an indirect effect of benevolent leadership on team creative performance through creative self-efficacy. This study suggests that while people may pay focus on benevolent leadership and creative self-efficacy, team personality composition should also be considered in scientific research team practices. (shrink)

This paper aims to clarify the impact of destructive leadership on team innovation performance. It also explores the relevant conditions that maximize the above relationship. Specifically we examine how intra-team conflict organizational diversity moderate the relationship between destructive leadership team innovation performance. Finally the three-way interaction between destructive leadership intra-team conflict organizational diversity is analyzed for the worst conditions to maximize the negative effect of destructive leadership on team innovation performance. This paper (...) used a cross-sectional design with questionnaires administered to 87 teams with 479 team members working in Korean manufacturing service firms. It applied a hierarchical regression analysis to test the hypothesized relationships including three-way interaction effect among destructive leadership intra-team conflict organizational diversity on team innovation performance. This paper provided empirical insights about how destructive behaviors of team leader hindered team innovation performance. The three-way interaction effects also revealed that the higher the levels of both intra-team conflict organizational diversity the greater the negative effect of destructive leadership on team innovation performance. This paper demonstrates how team leaders’ behavior team organizational conditions result in discouraging overall innovation outcomes. This paper contributes to the innovation leadership literatures by identifying possible leadership type hindering innovation performance at team level the specific conditions their dynamic interaction strengthening the negative effect of destructive leadership on team innovation performance. (shrink)

Time and technology permeate the fabric of teamwork across a variety of settings to affect outcomes which have a wide range of consequences. However, there is a limited understanding about the interplay between these factors for teams, especially as applied to artificial intelligence (AI) technology. With the increasing integration of AI into human teams, we need to understand how environmental factors such as time scarcity interact with AI technology to affect team behaviors. To address this gap in the literature, (...) we investigated the interaction between the availability of intelligent technology and time scarcity in teams. Drawing from the theoretical perspective of computers are social actors and extant research on the use of heuristics and human–AI interaction, this study uses behavioral data from 56 teams who participated in a between-subjects 2 (intelligent assistant available × control/no intelligent assistant) × 2 (time scarcity × control/no time scarcity) lab experiment. Results show that teams working under time scarcity used the intelligent assistant more often and underperformed on a creative task compared to teams without the temporal constraints. Further, teams who had an intelligent assistant available to them had fewer interactions between members compared to teams who did not have the technology. Implications for research and applications are discussed. (shrink)

Despite the growing interest in collaborative teaching in higher education, there is a paucity of research on its use and effectiveness in phi­losophy curricula. The research that does exist focuses almost exclusively on interdisciplinary collaboration or student and faculty attitudes regarding the practice. This paper aims to address these gaps by describing a semester long, multi-section study designed to assess the impact of team teaching on student classroom performance and related variables in an Introduction to Philosophy course. The (...) results of the study show that students overwhelm­ingly prefer team teaching to individual instruction and think that it positively impacts their learning and classroom experience. However, the results also show that there is no statistically significant relationship between delivery method and students’ classroom performance. The paper concludes with a discussion of some limitations with the research design and the potential benefits and challenges of implementing team teaching within introductory philosophy courses. (shrink)

Objective performance measures are vastly used in sport psychology despite their inherent limitations (e.g., unaccounted baseline differences). Founded on the nature of group goals in team sports, we aimed at developing the Perceived Performance in Team Sports Questionnaire (PPTSQ) to capture the team members’ perception of their team’s performance. Accordingly, three dimensions were hypothesized:effort investment, skills execution, andperceived outcome. To measure these dimensions, items were generated to address the players’ perception of their (...) class='Hi'>team performance as a whole. Four samples of athletes were used to test the psychometric properties of the PPTSQ: professional (n= 231), collegiate (n= 222), professional—retest (n= 89), and mixed professional–collegiate (n= 139). Exploratory and confirmatory factor analyses were used to estimate construct and content validities. These procedures revealed a better data fit to a two-dimensional model that consists of effort investment and perceived outcome. The reliability analyses for the PPTSQ provide satisfactory evidence that the questionnaire is a reliable measure of perceived performance in team sport. Adequate internal consistency emerged for both dimensions (0.75 < ω < 0.89). Furthermore, a high correlation was obtained for temporal stability. Concurrent validity was addressed by correlating the PPTSQ scores with the Group Environment Questionnaire and the Team Assessment Diagnostic Instrument. Correlational analysis between the PPTSQ and an objective measure of performance was used to test its predictive validity. The correlations strongly support the concurrent and predictive validities of the PPTSQ. We conclude that our perceived performance questionnaire can address various objective measures shortcomings (e.g., considering base-rate biases) resulting in a more meaningful team performance metric. Implication of the PPTSQ for sport psychology research and applied work enhancement are discussed in detail. (shrink)

The interrelationships among a number of variables and their effect on ethical decision making was explored. Teams of students and managers participated in a competitive management simulation. Based on prior research, the effects of performance, environmental change, team age, and type of team on the level of ethical behavior were hypothesized. The findings indicate that multiple variables may interact in such a fashion that significance is lost.

The purpose of this article is to define the perspective from which a coach should analyze and evaluate personality traits that influence sports performance in team sports. The subjects of the research are Polish players in senior age from 10 team sports. A sample of champions was selected from the study population, and the Big Five model was applied to examine their personality with the use of the NEO Five-Factor Inventory questionnaire. Statistical analyses were performed with the (...) IBM SPSS Statistics software, version 25. The study revealed statistically significant differences between team sports in four personality traits: neuroticism, extraversion, agreeableness, and conscientiousness. Champions of team sports were characterized by a lower level of neuroticism, a higher level of extraversion, and openness to experiences in relation to other sportsmen. It was also confirmed that the personality traits distribution levels depend on the sport discipline. Therefore, an important role must be assigned to those mental training techniques that favor emotional balance, team communication, and tactical thinking skills and are manifested in triggering start-up readiness. (shrink)

Teams have been a ubiquitous structure for conducting work and business for most of human history. However, today’s organizations are markedly different than those of previous generations. The explosion of innovative ideas and novel technologies mandate changes in job descriptions, roles, responsibilities, and how employees interact and collaborate. These advances have heralded a new era for teams and teamwork in which previous teams research and practice may not be fully appropriate for meeting current requirements and demands. In this article, we (...) describe how teams have been historically defined, unpacking five important characteristics of teams, including membership, interdependence, shared goals, dynamics, and an organizationally bounded context, and relating how these characteristics have been addressed in the past and how they are changing in the present. We then articulate the implications these changes have on how we study teams moving forward by offering specific research questions. (shrink)

Personal competition among colleagues and co-workers has been observed in order to prove their professional superiority over others. Such behaviors have grave consequences on the overall team performance. The aim of this study was to investigate the role of personal competition on team performance incorporating the mediating role of the playing dumb behavior of knowledge hiding. The study has further checked the moderating effect of task interdependence on the relationship between personal competition and playing dumb. Data (...) for the present study had been collected through questionnaires from the sports players actively associated with games through their educational institutes in China. The sample size of the study was 339, selected on the basis of convenience sampling. Smart PLS had been employed to analyze the data through structural equation modeling. The results of the study showed a strong impact of personal competition on team performance and the playing dumb variable. Furthermore, playing dumb has been found to have a strong mediating impact on team performance. The study has theoretically contributed to the literature of competition and performance by investigating the mediating role of playing dumb. The study also offers certain practical implications to the managers of the corporate world to devise such human resource policies that take appraisals from the colleagues so as to rectify the negative workplace behaviors and could be worked out accordingly. (shrink)

In today’s complex selling environment, it is challenging for sales leaders to enhance the effectiveness of their sales teams. The aim of this study is to observe the impact of authentic leadership on salespersons’ internal and external behaviors under B2B selling context [i.e., transactive memory system, innovative work behavior, and customer-directed OCB] and their consequences in team selling performance. Respondents of our survey included salespersons and managers working in the sales departments of pharmaceutical companies. By using structural equation (...) modeling, the dyad responses from 348 matched salespeople–managers were analyzed. The findings disclose that authentic leadership behavior has a stronger relationship with the TMS, innovative work behavior, and customer-directed OCB. Our results also indicate that innovative work behavior and customer-directed OCB are potentially mediated between authentic leadership and team selling performance relationship. The theoretical implication of these results for managerial practice is also discussed. (shrink)

Cognition in work teams has been predominantly understood and explained in terms of shared cognition with a focus on the similarity of static knowledge structures across individual team members. Inspired by the current zeitgeist in cognitive science, as well as by empirical data and pragmatic concerns, we offer an alternative theory of team cognition. Interactive Team Cognition (ITC) theory posits that (1) team cognition is an activity, not a property or a product; (2) team cognition (...) should be measured and studied at the team level; and (3) team cognition is inextricably tied to context. There are implications of ITC for theory building, modeling, measurement, and applications that make teams more effective performers. (shrink)

The COVID-19 global pandemic has led to significant disruptions in the lives of high-performance athletes, including the postponement of the Tokyo Olympic and Paralympic Games, the cancellation of many international and national competitions, and drastic changes in athletes’ daily training environment. The purpose of this research was to examine the interplay between the mental health and mental performance of Canadian national team athletes and the impact of the COVID-19 pandemic on these variables from the perspective of mental (...) performance consultants and mental health practitioners. Twelve individuals working in these roles with national team athletes participated in focus groups and interviews during the second wave of the COVID-19 pandemic in Canada. Findings from the inductive reflexive thematic analysis revealed three main themes: factors impacting athlete mental health, consequences of COVID-19 for athletes, and impact of the pandemic on practitioners. Interestingly, athletes with prior good mental performance skills were perceived to be more equipped to cope with challenges related to the pandemic, which concurrently seemed to facilitate good mental health throughout the pandemic. Furthermore, even though the pandemic had several debilitative consequences on athletes’ mental health, it imposed a break from training and competition that allowed them to rest and enjoy their life outside of sport. Finally, participants discussed the need for more mental health resources and better access to practitioners supporting mental performance and mental health in the Canadian sport system. (shrink)