Affect Team Effectiveness Research Articles

Beyond the boss: how distributed leadership elevates team effectiveness in startup organizations? – a multi-level analysis

PurposeThough there is an increasing corpus of work on contemporary styles of leadership, studies on distributed leadership (DL) are still in the nascent stage. Therefore, the purpose of this paper is to investigate how DL affects team effectiveness from the neglected perspectives of team cognition, team motivation and team coordination in startup companies using multi-level analysis.Design/methodology/approachThe authors investigated the study variables through the lens of 42 teams in 18 startup organizations operating in India, representing an equitable distribution of the manufacturing and service sectors. M-plus was used to do statistical analysis on the multi-level model.FindingsDrawing upon social exchange theory (SET), results indicated that DL had a favorable impact on team effectiveness and team cognitive processes, team motivation and team coordination mediates the association between DL and individual perceptions of team effectiveness.Originality/valueVarious studies have been carried out relating to leadership and how it impacts effectiveness. However, as far as the authors know, previous studies have failed to empirically address how DL drives team effectiveness by uncovering the mediating impact of team cognitive processes, team motivation and team coordination in the Indian startup context.

Social Competences and Their Development in Culturally Diverse Teams – the Results of In-depth Group Interviews

Social competences in the workplace have been of interest to researchers for years. They are among the key competences for lifelong learning and relate to all types of behaviour that enable individuals to participate and cooperate effectively – both socially and professionally – in various environments (European Parliament, 2006).
 Employees’ social competences play a vital role in the workplace as they influence relationships within teams. These relationships affect team effectiveness, thus are particularly significant in culturally diverse work environments. In the theoretical part of the article, the author explains the term “social competences,” describes their elements, and discusses their role in the effective functioning of multicultural teams. In the empirical part, she presents the methodology of her study, the results obtained, and the conclusions derived
 from them.
 The study described in the article (two in-depth group interviews) was conducted in 2022, and its participants were managers of different nationalities who work in multinational companies and have been managing culturally diverse teams for a minimum of three years. The Author assumed the preliminary nature of the study and intends to continue it in the future within the area analysed in the article. Based on the review of the literature and the results of her study, the author has demonstrated a vital role played by employees’ social competences in culturally diverse workplaces. In the opinion of the managers who participated in the study, the most important social competences include verbal and non-verbal communication, social intelligence, and building positive interpersonal relations. As far as the most effective ways of developing these competences in members of multicultural teams are concerned, they listed individual trainings, workshops, and coaching.

Exploring Failure Orientation : Its Mediating Role in Multidisciplinary Teams of the Petroleum Industry

Several factors that affect team effectiveness are listed in the literature on teams. This paper identified a new construct, failure orientation, which measured the collective capacity of a team to cope, learn, and develop from team failures. Qualitative research identified some interesting features of the failure orientation concept and its mediating role in teams input-mediator-output-input (I-M-O-I) model. The context was set in the Indian upstream petroleum industry, where failures are quite normal in oil-field operations. Learnings from such failures helped teams move forward to success in finding and producing crude oil and natural gas. The research methodology of conducting in-depth interviews of senior team leads and team members in two Indian public sector petroleum exploration companies was 80% of the industry activity. The findings enabled the development of a conceptual framework of failure orientation, which is a vital determinant of team effectiveness. The paper identified three categories (factors) of failure orientation for operationalizing this new construct: failure orientation in such multidisciplinary teams, that is, escapism, blame game, and collective analysis. The paper also positioned these as mediators in the I-M-O-I model of teams. Operationalization of the new construct would help practicing managers deal with teams encountering failures, which are frequent in this economically-vital petroleum industry. Further research with factor analysis could enrich the team literature significantly.

신뢰의 진화와 팀활성화

The purpose of this study is to understand the dynamics between the accumulation of interpersonal trust and its effectiveness in a team situation, and a longitudinal study was conducted on self-managed project teams. It has been about 25 years since the concept of the evolution of trust has been proposed, but there are few studies empirically analyzing it. This study examined how calculative trust and knowledge-based trust change over time in the project team, and verified how initial trust and changes in trust over time affect team effectiveness. Team satisfaction, interpersonal citizenship behavior and learning were selected as team effectiveness variables. Since a newly established team is needed to verify the evolution of trust, an experimental study was conducted through project teams performing at two university classes of the same course. This is to control the conditions of the project team as much as possible. The team members of the study conducted three projects jointly during one semester, and at the end of each project, changes in trust and team effectiveness variables were measured. As results of the analyses, it was found that there were significant changes in both calculative trust and knowledge-based trust, and it was confirmed that the initial trust and subsequent changes in both trust dimensions had differential effects on team satisfaction, interpersonal citizenship behavior, and learning. In addition, autoregressive cross-lagged model test was conducted to examine the causal relationship of the study variables in detail. Based on the results of the study, academic and practical implications are summarized.

Construction Project Manager's Emotional Intelligence and Team Effectiveness: The Mediating Role of Team Cohesion and the Moderating Effect of Time.

The emotional intelligence of a construction project manager plays an essential role in project management, and recent developments in teamwork have increased the need to explore better ways to utilize teams and achieve effectiveness in the construction sector. However, research that holds the team-level perspective in emotional intelligence studies is lacking, and the mechanism of the construction project manager’s emotional intelligence on team effectiveness remains unexplored. This knowledge gap is addressed by developing a model that illuminates how construction project manger’s emotional intelligence can affect team effectiveness via the mediation of team cohesion and the moderation of project team duration. A questionnaire survey was utilized to gather information from construction project teams across 156 leader-member dyads in the Chinese construction industry. The results reveal that construction project manager’s emotional intelligence is positively related to team effectiveness and the team cohesion mediates this cause and effect. Further, project team duration moderates the relationship between team cohesion and effectiveness. This study offers new insight into how project manager can better lead team members toward desired team outcomes from a team perspective and makes an explorative effort in investigating the “time” role in construction project management.

How to Augment Ethical Leadership and Team Effectiveness through Emotional Intelligence? An Empirical Analysis

The study focuses on emotional intelligence and its vital role has been examined through which ethical leadership affects team effectiveness. In order to analyze this effect a research questionnaire was distributed amongst 300 middle level managers and supervisors of consumers’ banks of twin cities i.e. Rawalpindi and Islamabad. Based on the analysis of the data collected through questionnaire it revealed that with the spiraling effect in emotional intelligence significant growth is predicted in team effectiveness. Correspondingly, a positively substantial association is also predicted of ethical leadership with team effectiveness. It further elucidates that with the evolution in ethical leadership result increases in team effectiveness. This study has exhilarating findings in the area of emotional intelligence as it signifies the importance of emotional intelligence since it further strengthens the association between ethical leadership and team effectiveness. This study also opens new dimensions in emotional intelligence research where researchers might explore how emotional intelligence affects other aspects of team effectiveness under the umbrella of ethical leadership. Keywords: Ethical Leadership, Team Effectiveness, Emotional Intelligence

팀 긍정정서가 팀 효과성과 팀원들의 일 열의에 미치는 영향 - 팀의 높은 질적 관계의 매개효과 검증 -

In response to increasing demand for cooperation intelligence in the Fourth Industrial Revolution era, the value of relationships in organizations continues to emphasized. Along with these practical needs, high quality connections (HQCs) have a lot of attention in organizations along with the development of positive organizational research. The purpose of this study is to identify the influence of team HQCs. Using a multi-level analysis that utilizes a hierarchical linear model(HLM), we examine the team HQCs antecedents and their influence at the team and individual levels. In order to investigate this model, we have collected data from employees and team leaders of 40 work teams in the Conglomerate IT company. In results, team positive emotions had a significant positive effect on team HQCs, and team positive emotions also had a positive effect on both team effectiveness and team member work engagement. On the other hand, in the case of team HQCs, it had a significant influence on the team members' work engagement, but it did not affect team effectiveness. It showed that teams which have a high qualitative relationship affect individual motivation for work more than team effectiveness. Finally, as a result of examining the mediating effects of Team HQCs, it confirmed that team HQCs showed partial mediating effects only in the relationship between team positive affect and employees’ work engagement. It appeared that high qualitative relationships in the team play an important role in influencing individual enthusiasm in the team. From a practical point of view, it is necessary to establish a qualitative relationships to active interaction in eliciting team members’ enthusiasm. And if team has positive affect, employees think work as an enjoyable play, so it is suggested that organizations should develop and cultivate positive affect. In the conclusion segment of this study, the implications and limitations of the findings were reviewed in-depth, and future research subjects in this field were also discussed.

The Dynamic Mechanism on Team Effectiveness in Youth Football: A Chain Mediation.

This study aims to deepen our understanding of the relevant research on coach–athlete relationship theory, moral leadership, and team effectiveness theory, and thus explore how to maximize team performance. As such, this study adopts an input-process-output model to explore the effect of coach–athlete relationships on team effectiveness in youth football teams. Participants in this anonymous survey included 312 young athletes, aged 13–19, from professional football schools who filled in questionnaires to provide data on the coach’s moral leadership, team effectiveness, coach–athlete relationships, and trust in the coach. The results indicate that coach–athlete relationships have a significant predictive effect on the moral leadership of coaches, which in turn, has a significant positive correlation with athletes’ trust in coaches; however, coach–athlete relationships have no direct positive correlation with team effectiveness. The coaches’ moral leadership and athletes’ trust in coaches have a chain mediation effect in the impact of coach–athlete relationships on team effectiveness. This study validates the assertion that coach–athlete relationships have a substantial effect on coach leadership. It also refines the coach–athlete relationship theory, provides evidence on the dynamic mechanism in which coach–athlete relationships affect team effectiveness, and enriches team effectiveness theory.

TEAM EFFECTIVENESS IN SOFTWARE DEVELOPMENT: THE ROLE OF PERSONALITY AND WORK FACTORS

Globalization and dynamic economic conditions have exponentially increased the use of virtual work in organizations. Effectiveness in software development teams, therefore, is now a relevant issue in business, psychology or other fields. Despite the uniqueness of software development teams and their work conditions, their effectiveness has not been sufficiently researched to clearly determine how it relates to personality traits, work challenges and the virtualization level. To expand the understanding of the mechanisms that influence team effectiveness in software development, an ecological framework is selected. The purpose of this study is to explore the relationship between personality traits, work factors and team effectiveness within the context of software development teams. Methodology: The exploratory study was conducted in international software development companies operating in Lithuania. Forty-five software development teams (N = 142) filled in the Team task performance scale, Hexaco-PI-R questionnaire and rated perceived work challenges and team virtualization level. The statistical analysis was conducted with SPSS. This survey is an initial stage of a larger project. Findings: Personality traits Conscientiousness and Extraversion relate to team effectiveness. In software development teams the most prevalent work challenges were time zone differences, lack of information when working on a project, and lack of a clear purpose. Lack of information and poor foreign language skills negatively affect team effectiveness. A higher virtualization level is associated with more frequent work challenges (culture and foreign language challenges, time zone differences) and team performance.

Team Diversity on Team Effectiveness: the case of the Construction industry in the Ashanti Region

Diverse workgroups and team management are some of the most challenging and pressing challenges organizations face in these modern times (TsuiandGutek, 1999). Companies, however, recognize the need to leverage the diversity of their employees to sustain competitive advantages in a global workplace (Offerman and Gowing, 1990; Thomas and Ely, 1996; Yaprak, 2002). Studies have generally shown that diverse teams mostly perform better, but diversity in teams can negatively affect team effectiveness. This study explored the effect of team diversity on team effectiveness. The study reviewed the literature on the concepts of diversity and team effectiveness. Data were collected via questionnaire and semistructured interviews from one hundred and sixty-four (164) professionals from the construction industry. The mixed methodology was used to collect and analyze the data. The study findings revealed that the construction industry recognizes team diversity a valid contribution to ensuring team effectiveness. Also, diversity in gender, tribe, and religion does not affect team output and the final project negatively but instead improves cohesiveness or collaboration among team members. The study recommended that there should be a well-defined conflict management policy in the construction industry that will help track grievances to resolve them early.

Putting the Team in the Driver’s Seat: A Meta-Analysis on Team Autonomy and Team Effectiveness

Autonomy is a ubiquitous team design feature, as it is purported to relate positively to team effectiveness. However, the theoretical link between team autonomy and team effectiveness is not well understood, and previous studies have found inconsistent relationships between team autonomy and various indicators of team effectiveness. To resolve the incomplete understanding of the effects of team autonomy and illuminate the “black box” by which it affects team effectiveness, we drew from the input-mediator-outcome framework to investigate task- and relationship-focused team functioning as mediators, while also testing the moderating effects of task interdependence, task complexity, and the autonomy measurement’s referent. We also expanded the construct of team effectiveness beyond team performance to include behavioral and attitudinal team effectiveness outcomes. Our meta-analyses, based on 291 effect sizes from 58 studies conducted on 4,130 teams, revealed significant positive effects of team autonomy on team effectiveness and task- and relationship-focused team functioning. We found significant indirect effects of team autonomy on team effectiveness via both task-focused team functioning and relationship-focused team functioning. Task interdependence strengthened the relationship between team autonomy and team effectiveness, whereas task complexity weakened the relationship between team autonomy and task-focused functioning. Team autonomy was also shown to relate differentially to the effectiveness outcomes, and its relationship to team functioning was strongly influenced by the autonomy measurement’s referent.

How Psychological Safety Affects Team Performance: Mediating Role of Efficacy and Learning Behavior.

This article examines the mechanisms that influence team-level performance. It investigates psychological safety, a shared belief that the team is safe for interpersonal risk taking and a causal model mediated by learning behavior and efficacy. This model hypothesizes that psychological safety and efficacy are related, which have been believed to be same-dimension constructs. It also explains the process of how learning behavior affects the team’s efficacy. In a study of 104 field sales and service teams in South Korea, psychological safety did not directly affect team effectiveness. However, when mediated by learning behavior and efficacy, a full-mediation effect was found. The results show (i) that psychological safety is the engine of performance, not the fuel, and (ii) how individuals contribute to group performance under a psychologically safe climate, enhancing team processes. Based on the findings, this article suggests theoretical and methodological implications for future research to maximize teams’ effectiveness.

Key Indicators Influencing Team Effectiveness in Project-Based Team

Teamwork is essential for any organizations to undertake particular purposes. Team members work together as a group combining their knowledge and skill to attain higher productivity and performance. An effective team is considered desired to achieve optimal performance. However, there are only a few studies of effectiveness in teams which are operated based on projects. This paper identifies and classifies the critical indicators of effectiveness in project-based teams to garner invaluable insights into how they influence team outcomes. We conduct a systematic literature review to categorize a set of indicators that affect team effectiveness based on human resource and project management literature. We follow the review method and reveal eighteen indicators of effectiveness from thirty-five publications as the basis for transforming project-based teams into effective teams. The result provides deeper insights into the importance of exercising and improving teamwork. Additionally, this paper recognizes a complex system of interdependence among indicators and identifies potential issues in adopting a strategy for the project-based team in organizations. The paper contributes to the current knowledge by providing the necessary groundwork for further research and development in this area.
 Keywords: effectiveness; teamwork; project-based; teams; key indicators

Workforce Diversity and Team Effectiveness: Insights from the Construction Sector in Ghana

The purpose of this study is to explore inter-organisational dynamics in workforce diversity and effectiveness. Since the study is exploratory in nature, a qualitative approach was adopted to increase chances of gaining holistic insights into the phenomenon of team surface-and deep-level dissimilarity and team effectiveness in project delivery settings. The data was collected through interviews from construction practitioners/professionals from major construction project organisations and institutions who have been involved in construction project delivery. The results suggest that the extent to which surface-and deep-level dissimilarity affect team effectiveness depends on the collaborative activities of project team members within the inter-organisational relationship.

A Complex Adaptive Systems Approach to Real-Life Team Interaction Patterns, Task Context, Information Sharing, and Effectiveness

Interaction dynamics are considered to be key characteristics of complex adaptive systems (CAS). Taking a CAS approach, this study examines how three team interaction patterns affect team effectiveness. Specifically, we analyze recurring, heterogeneous, and participative patterns of team interaction in routine and nonroutine team-task contexts. Fine-grained coding of video-based footage plus nonlinear dynamical systems (NDS) statistics are used to identify the interaction patterns in a sample of 96 real-life teams, comprising 1,395 team members. We establish that recurring patterns of team interaction reduce perceived team information sharing and, in turn, team effectiveness and that these harmful effects are more pronounced in teams doing nonroutine work than in those engaged in routine work. Participative team interaction was found to be positively related to a high level of perceived team information sharing and effectiveness. Heterogeneous team interaction was not associated with perceived team information sharing and effectiveness. Post hoc analyses, in which the behavioral content of the interaction patterns of the 15 most effective and least effective teams is compared, revealed primarily task-directed patterns in the most effective teams. We offer practical recommendations for team development and call for more CAS research on the communicative behaviors within teams of knowledge workers.

Teamwork and clinician burnout in Swiss intensive care: the predictive role of workload, and demographic and unit characteristics.

The levels of teamwork and clinician burnout in healthcare differ depending on demographic and unit characteristics. However, the impact of these characteristics varies between clinical settings. In addition, the impact of objectively measured workload in such settings is largely unknown. The aim of this study was to analyse the predictive role of demographic (e.g., professional experience) and unit (e.g., unit size) characteristics, and workload (e.g., nursing interventions) in explaining teamwork and clinician burnout in Swiss intensive care units (ICUs). This was as cross-sectional multi-source study. Participants were 1148 nurses and 243 physicians working in 55 ICUs. They provided demographic information and answered a questionnaire on teamwork and clinician burnout. In addition, unit characteristics and surrogate measures of workload were extracted from a central database that accumulates patient and unit data routinely collected by the ICUs. We conducted multilevel regression analyses to detect relationships between study variables. Clinicians who worked predominantly dayshifts reported better teamwork and lower burnout. Physicians and clinicians in leadership positions also reported better teamwork. Clinicians in leadership positions furthermore reported higher personal accomplishment, whereas clinicians in training reported higher emotional exhaustion. Of the unit characteristics, workload was positively associated with self-reported burnout. Clinicians working in medical and surgical ICUs (compared with interdisciplinary and paediatric ICUs) reported higher emotional exhaustion. Clinicians working in university hospitals and in surgical/medical ICUs reported lower teamwork quality and higher burnout. We identified several demographic and unit-based factors in Swiss ICUs that were associated with lower perceptions of the quality of teamwork and higher self-reported burnout. Discrepant experiences regarding the quality of teamwork based on professional role, professional status and experience might affect team effectiveness. Furthermore, this study showed the importance of workload management, as objectively measured workload was associated with higher self-reported burnout. Results suggested that certain clinician groups (e.g., working predominantly night shifts) were at higher risk for burnout, thus highlighting the importance of providing additional support to these groups. Lastly, special attention should be paid to medical and surgical ICUs, which reported the highest level of burnout. Because this is a cross-sectional study, no conclusions can be drawn regarding causal relationships.

TeamSense

Continuous monitoring with unobtrusive wearable social sensors is becoming a popular method to assess individual affect states and team effectiveness in human research. A large number of applications have demonstrated the effectiveness of applying wearable sensing in corporate settings; for example, in short periodic social events or in a university campus. However, little is known of how we can automatically detect individual affect and group cohesion for long duration missions. Predicting negative affect states and low cohesiveness is vital for team missions. Knowing team members' negative states allows timely interventions to enhance their effectiveness. This work investigates whether sensing social interactions and individual behaviors with wearable sensors can provide insights into assessing individual affect states and group cohesion. We analyzed wearable sensor data from a team of six crew members who were deployed on a four-month simulation of a space exploration mission at a remote location. Our work proposes to recognize team members' affect states and group cohesion as a binary classification problem using novel behavior features that represent dyadic interaction and individual activities. Our method aggregates features from individual members into group levels to predict team cohesion. Our results show that the behavior features extracted from the wearable social sensors provide useful information in assessing personal affect and team cohesion. Group task cohesion can be predicted with a high performance of over 0.8 AUC. Our work demonstrates that we can extract social interactions from sensor data to predict group cohesion in longitudinal missions. We found that quantifying behavior patterns including dyadic interactions and face-to-face communications are important in assessing team process.

Unpacking the Conundrum of Teams with Dynamic Boundaries

The purpose of this symposium is to explore recent advances in the study of teams with dynamic boundaries. We bring together both theoretical and empirical research that investigate dynamic teams, especially in the context of multiple team membership. To be specific, the papers highlight how cognitive (e.g., attention allocation), affective (e.g., team identification), and behavioral (e.g., communication norms) input from members help conceptualize teams and explain their collaborative outcomes. The symposium will contribute to the field by facilitating conversations among attendees and participants to better understand and manage teams with dynamic boundaries. What is a Team? (Mis)alignment of Team Conceptualizations Presenter: Melissa Valentine; Stanford U. Presenter: Lyndon Earl Garrett; Boston College An Attention-Based Model of Multiple Team Membership Presenter: Heejin Kim; U. of California, Irvine When and How Dynamic Team Membership Affects Team Effectiveness: The Role of Team Identification Prese...

PENGARUH KUALITAS HUBUNGAN SESAMA ANGGOTA TIM DAN KEPEMIMPINAN BERSAMA TERHADAP EFEKTIVITAS TIM PADA ORGANISASI PUBLIK

Abstract. This study aims to examine the effect of team member exchange qualities and shared leadership on team effectiveness in order to describe cross-functional integration conditions in public organizations. Cross-functional integration on these research explained with two points of view, as a group members behavior and as a team process. Cross-functional integration as a group members behavior established if (1) team member exchange qualities positively affects shared leadership; and (2) shared leadership positively affects team effectiveness. Cross-functional integration as a team process established if team member exchange qualities affects on team effectiveness through shared leadership. The study was conducted on Directorate A, B and C, with totally 90 respondents. The research method used regression analysis and path analysis. The results showed (1) team member exchange qualities positively affect shared leadership on Directorate A, B and C; (2) shared leadership positively affects team effectiveness on Directorate B and C; and (3) team member exchange qualities positively affects team effectiveness through shared leadership on Directorate C. Based on those results, we can conclude that cross-functional integration as group member behavior established in Directorate B and C, and cross-functional integration as a team process established only in Directorate C.

The role of the administration in team building and development of an organisation

Team building is one of the most widely used group-development activities in organizations. Team building has been scientifically shown to positively affect team effectiveness.[10] Goal setting and role clarification were shown to have impact on cognitive, affective, process and performance outcomes. Most teams go through several stages of development as part of their natural path of growth. At the initial stages of development, unclear objectives may create confusion, low morale, poor listening and a general lack of commitment. This emphasizes improving team members’ understanding of their own and others’ respective roles and duties. This is intended to reduce ambiguity and foster understanding of the importance of structure by activities aimed at defining and adjusting roles. We also help motivate the team members and build stronger working relationships between all individuals. This speeds up the normal development of the team, helps set it on the best course and brings it quickly to a stage of agreement, progress and clarity.