Abstract
ContextFormer literature revealed team performance is contingent on personality composition and interactive effects of team climate. While decades of research on personality prevails in software engineering, team climate remains sparsely researched. ObjectiveIn agile software development, individuals and interactions are key sources of agility. This study replicates a previous study and analyzes the relationship between five-factor-model personality traits and team climate dimensions among agile teams in a telecom company. MethodA Web-based survey was replicated twice, first with 75 professionals from 12 teams in Sweden, followed by 46 professionals from seven teams in India. The data was used for correlation, regression analyses, and meta-analysis. ResultsWe observed significant negative correlations between neuroticism and all the team climate dimensions. Meta-analysis identified a significant medium-sized negative effect between neuroticism and participative safety. Regression analysis showed personality traits accounted for around 10 % of the variance in team climate dimensions. ConclusionsHigh neuroticism is not conducive to team climate as emotionally unstable members could impair team cohesion by being reactive and susceptible to stress. Managers assembling Scrum teams ought to mitigate higher neuroticism by counterbalancing it with an elevation of corresponding negatively correlated personality variables and providing support/training towards increasing the aforementioned variables.
Published Version
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