Abstract
Claims have been recently made for a seven‐factor model that ndifferentiated performance levels in project teams. We have tested the model with results from a self‐report inventory. Forty‐four opportunities for data collection were taken and a total of 1103 useable inventories collected from participants across European, Asian and African locations. Teams reported on were predominantly work‐related. All seven factors correlate as predicted with leadership and team‐performance criteria. We report results supporting the original proposition that team effectiveness, including its creativity, can be interpreted as arising through leadership interventions of a transformational kind, which impact on a set of theoretically‐derived team factors.
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