Abstract
In this meta-analysis, we assess the performance benefits of team reflexivity. Drawing on the teams-as-information-processors perspective, we provide evidence that team reflexivity facilitates team performance, yet we also find that these benefits depend on key team design contingencies, namely team size and team tenure. In addition, we examine how team leaders can make their team more reflexive. Our study shows that leaders who support team members' active participation in group discussion and decision-making set the stage for greater reflexivity and then greater performance by fostering the emergence of team psychological safety. We also provide a comprehensive review of the research on team reflexivity by examining the strength of relationships in its nomological network. Overall, this meta-analysis challenges certain assumptions about reflexivity and opens new avenues for research to further understand its role in the effectiveness of teams.
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