Enhancing team performance: A multilevel model

Abstract

In a context in which work has shifted from individual-centred to collaborative approaches, teams have become the cornerstone of organizational structure. This paper examines the individual, group and organizational factors that generate team performance. With this aim, it proposes and tests a multilevel team performance model that covers perceived leadership support, challenge, team shared vision, creative collective efficacy, social reflexivity and participative safety, as well as the relationship between these factors in generating team effectiveness. Drawing on a sample of 654 teams (3190 individuals) and using partial least squares structural equations modelling, this research tests multiple mediation models and obtains three main results. First, perceived leadership support is positively related to team effectiveness. Second, team shared vision and creative collective efficacy mediate the relationship between perceived leadership support and social reflexivity, and between challenge and social reflexivity. Lastly, the relationship between social reflexivity and team effectiveness is mediated by participative safety. Consequently, an integrated and comprehensive framework is required to understand the underpinnings of team performance at an individual, group and organizational level. Implications for sustainable human resources management are provided. • Investigates team performance at an individual, group and level. • Perceived leadership support fosters team effectiveness. • Team shared vision and creative collective efficacy mediate between perceived leadership support and social reflexivity. • Team shared vision and creative collective efficacy mediate between challenge and social reflexivity. • Participative safety mediates the relationship between social reflexivity and team effectiveness.