The Team Personality–Team Performance Relationship Revisited: The Impact of Criterion Choice, Pattern of Workflow, and Method of Aggregation

Abstract

Using meta-analytic evidence, this study tested trait- and task-based theoretical approaches to team personality management, using both team behaviors and team outcomes as criteria. Trait theories state that maximization of the team trait is harmful for Extroversion (complementary team fit) but beneficial for Conscientiousness, Agreeableness, and Emotional Stability (supplementary fit). Task-based theories state that tasks with few work exchanges are best reflected by mean trait scores, whereas tasks with frequent work exchanges are best represented by other types of scores (e.g., minimum score). Correlations between different aggregations of team personality and team performance were coded, as well as the study criterion choice and the pattern of workflow (as moderators). Partial support for both trait and task theories were found. Team Conscientiousness and Agreeableness provided supplementary fit primarily with team behaviors, but there was mixed evidence that Extroversion provided complementary fit. Furthermore, minimum and variance measures of the team trait related to team performance in tasks with frequent work exchanges, but not in tasks with few work exchanges. Results suggest several limitations with existing measurement methods, which are discussed.