Affect Team Effectiveness Research Articles

Strengthening the bond and enhancing team performance

PurposeUsing interpersonal relationship development as a metaphor for team process, the purpose of this paper is to explore critical psychological mechanisms transforming team inputs into successful work outcomes, at the individual level.Design/methodology/approachThe participants in this study were full-time employees in Taiwan. The authors employed a two-phase design to examine the developmental aspect of, and the enhancer for the team process. Paper-based questionnaires were used to collect data. All the research constructs were assessed at the individual level, thus analysis was conducted at the same level.FindingsThe results from 338 Taiwanese employees revealed that perceived psychological similarity (i.e. value and attitudinal congruence, a team input) led to favorable work outcomes (i.e. job satisfaction and team performance) through the linking mechanism of team cohesion. Furthermore, team members’ trait emotional intelligence (EI) amplified the positive relationship between psychological similarity and team cohesion.Practical implicationsFirst, managers should purposefully assemble employees with similar values and interests to work together, giving the team a good start with the like minds. Second, the results indicated that trait EI as a key personal resource enhances the positive relationship between psychological similarity and team cohesion. Workplace learning interventions should be implemented to improve employees’ emotion management skills.Originality/valueAdopting the interpersonal relationship development perspective to study team process, the findings have confirmed the important roles of perceived psychological similarity among members and individual’s EI for team functioning. The authors’ endeavor has demonstrated the value of solid theoretical basis and the benefit of an individual-level analysis in delineating the mediating processes that explain why certain inputs affect team effectiveness and viability.

Clarifying Member Personality Influences on Team Effectiveness: Toward a Social Network Approach

Researchers have long sought to disentangle how team composition, including members’ personality attributes, affects team effectiveness. Interestingly, research has insofar largely employed simple ...

The moderating role of team resources in translating nursing teams' accountability into learning and performance: a cross-sectional study.

The aim of this study was to test the moderated-mediation model suggesting that nursing teams' accountability affects team effectiveness by enhancing team learning when relevant resources are available to the team. Disappointing evidence regarding improvement in nurses' safe and quality care elevate the need in broadening our knowledge regarding the factors that enhance constant learning in nursing teams. Accountability is considered as crucial for team learning and quality of care but empirical findings have shown mixed evidence. A cross-sectional design. Forty-four nursing teams participated in the study. Data were collected in 2013-2014: Head nurses completed validated questionnaires, regarding team resources for learning (time availability, team autonomy and team performance feedback), and nursing teams' effectiveness; and nurses answered questionnaires regarding teams' accountability and learning (answers were aggregated to the team level). The model was tested using a moderated-mediation analysis with resources as moderating variables, and team learning as the mediator in the team accountability-team effectiveness link. The results of a mixed linear regression show that, as expected, nursing teams' accountability was positively linked to nursing teams' learning, when time availability, and team autonomy were high rather than low, and team performance feedback was low rather than high. Nurturing team accountability is not enough for achieving team learning and subsequent team effectiveness. Rather there is a need to provide nursing teams with adequate time, autonomy, and be cautious with performance feedback, as the latter may motivate nurses to repeat routine work strategies rather than explore improved ones.

The predictive validity of the team diagnostic survey

Purpose – The aims of the present study were to test the predictive validity of the Swedish version of the Team Diagnostic Survey (TDS). Design/methodology/approach – A model with both performance and satisfaction was tested with structural equation model (SEM) analyses. Participants completing the survey were employees (N = 214) across three large workplaces. Analyses were done at the group level and data from 33 teams were included in the final data material. Findings – Results from validation data indicate that the TDS has satisfactory high Cronbach’s alpha values on most factors. Results from the SEM analyses show a moderate model fit for the main model. Team-level factors predict both performance and satisfaction, while organization and coaching factors do not. Research limitations/implications – The present study was limited to a cross-sectional design, but earlier studies have shown that the accuracy of the TDS remains consistent over time. The main purpose of this study was to test the predictive validity of the instrument. Theoretical implications of the study are that a survey can be used to get a valid overall picture of the real-life work team’s effectiveness. Practical implications – Practical implications of the study are that communication between researcher and/or consultant and organizational stakeholders is made easier, as the most important factors that affect team effectiveness are identified. Originality/value – The work on the development on TDS has shown that it is possible to use a complex instrument to diagnose work groups, and this line of research is leading the way for better instruments.

Working together versus working autonomously: a new power-dependence perspective on the individual-level of analysis.

Recent studies have indicated that it is important to investigate the interaction between task interdependence and task autonomy because this interaction can affect team effectiveness. However, only a limited number of studies have been conducted and those studies focused solely on the team level of analysis. Moreover, there has also been a dearth of theoretical development. Therefore, this study develops and tests an alternative theoretical perspective in an attempt to understand if, and if so why, this interaction is important at the individual level of analysis. Based on interdependence theory and power-dependence theory, we expected that highly task-interdependent individuals who reported high task autonomy would be more powerful and better performers. In contrast, we expected that similarly high task-interdependent individuals who reported less task autonomy would be less powerful and would be weaker performers. These expectations were supported by multi-level and bootstrapping analyses performed on a multi-source dataset (self-, peer-, manager-ratings) comprised of 182 employees drawn from 37 teams. More specifically, the interaction between task interdependence and task autonomy was γ =.128, p <.05 for power and γ =.166, p <.05 for individual performance. The 95% bootstrap interval ranged from .0038 to .0686.

The impact of interactive and diagnostic uses of budgets on team effectiveness

This study investigates the impact of style of budget use on team-level motivation and team effectiveness. Specifically, we draw on Simons’ work (1994, 1995, 2000) to examine how, in biotechnology firms, the extent of interactive and diagnostic uses of budgets affect team effectiveness directly and indirectly through perceived collective efficacy. We used an online survey to obtain data for this study and analysed the data using partial least squares approach. The main results suggest that the extent of interactive use of budgets has direct positive effects on team effectiveness and that the positive effect of the interactive use of budgets on team effectiveness is partially mediated by perceived collective efficacy. We did not find support for the predicted positive effect of diagnostic use of budgets on perceived collective efficacy and team effectiveness. We explain the implications of these results.

People value for team effectiveness in China

PurposeThe purpose of this paper is to investigate the relationship between team leader's people value and team effectiveness based on social identity theory. This paper focuses on how team leader's people value affects team effectiveness in the Chinese context. It also examines the mediating effect of leader identification between leader's people value and team effectiveness.Design/methodology/approachA literature review on people value, leader identification and team effectiveness provided the authors' model and hypothesis. Using a sample of 64 teams with 386 employees and 64 team leaders from ten companies, hierarchical regression was conducted to test the hypothesis.FindingsThe findings suggest that follower's identification with leader is an important way to understand leader's people value for employees in encouraging employees to strive for team effectiveness. Leaders in teams should pay special attention to their people value for employees.Research limitations/implicationsThe data are self‐reported and subject to biases, and may not be accurate, Both the scales of leader identification and team effectiveness were developed in western countries, and they may not capture the full meaning in China. Cross‐sectional data were used in this study; future research should use a longitudinal design to prove the direction of causality among the contracts.Originality/valueThis paper is original in its investigation on how leader's people value influences team effectiveness, through the mediation of leader identification at team level in a Chinese context.

A Study to Explore the Team Virtualization Level and Team Effectiveness from the Team Personality Composition

Types of organizations have changed with the rapid development of information and technology, and “virtual team” is the newest type of work group. Generally, team composition affects team effectiveness. Most team composition researches focused on the visible characteristics, such as demographic variables, but the implicit personality variables were ignored. Regarding personality traits, based on the “Big Five” factors, including neuroticism, extraversion, openness to experience, agreeableness, and conscientiousness, this study explores team personality composition of the virtual team, and the effect of team personality composition on team virtualization level and team effectiveness. This study sent out 188 sets of questionnaires for virtual teams from 49 enterprises in the information and electronic industries. Finally, the study sample consisted of 62 completed team questionnaires (including 62 team leaders and 234 team members). The results are as follows: “Positive and active” team and “negative and passive” team were classified according to team personality composition. Compared to a negative and passive team, personality traits of a positive and active team have higher conscientiousness, extraversion and lower neuroticism, and positive and active team virtualization level has better effect to task performance and cooperation satisfaction.

EMOTIONAL COMPETENCIES IN TEAM AND IT'S RELATIONSHIP WITH TEAM EFFECTIVENESS

In this challenging knowledge era work teams have been described as basic integral for organizational success. The use of teams has become very popular global strategy and a number of MNC has also implemented teams in their organization. The major reason for developing team culture in the organization is that it provides certain organizational benefits, such as the improvement of team performance, productivity, and cost reduction and employee satisfaction. However not all teams are the ones of high efficiency. Many researchers argue that there are some influential factors for the improvement of team’s effectiveness. Among various influential factors of team effectiveness, emotion and emotional behavior are considered to be important factors that affect team effectiveness. Druskat and wolff proposed a model of how emotions and emotional behaviours are manifested in group and how the behavioural norms that are established in a group affect the group’s performance. The proposed behavioural norms are labeled emotionally competent group norms( ECGN). These norms have been linked to team performance. This study was done to examine whether the emotionally competent group norms in a team affect the team effectiveness. Key word: Team, Performance, Effectiveness, ECGN, Behavioural Norms

Structural characteristics, process, and effectiveness of cross-functional teams in hospitals: Testing the I–P–O model

Hospitals are served by a variety of different specialists and technicians, including doctors, nurses, pharmacists, medical technicians, radiologists, etc. To provide good healthcare services, teamwork among this workforce is of great importance, and the management of cross-functional teams consisting of specialists and technicians is a significant issue. This study, based on McGrath's Input–Process–Output team theoretical model, explores some essential variables of teams in hospitals, including team structural characteristics, team process, and team effectiveness. Using 109 valid questionnaires samples from 20 hospitals in Taiwan, we explored these three main variables. First, we examined team structural characteristics, in terms of team size, diversity, norms, and cohesion. Second, we divided team process into two factors: members' cooperation and bottom–up communication. Finally, we measured team effectiveness in terms of performance and satisfaction. We found that (1) for team structural characteristics, only team norms affect team effectiveness; (2) team process affects team effectiveness; (3) team norms and team cohesion affect team process; and (4) team process fully mediates between team structural characteristics and satisfaction and mediates partially between team structural characteristics and performance.

Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study

Modern organizations face many significant challenges because of turbulent environments and a competitive global economy. Among these challenges are the use of information and communication technology (ICT), a multicultural workforce, and organizational designs that involve global virtual teams. Ad hoc teams create both opportunities and challenges for organizations and many organizations are trying to understand how the virtual environment affects team effectiveness. Our exploratory study focused on the effects of cultural diversity and ICT on team effectiveness. Interviews with 41 team members from nine countries employed by a Fortune 500 corporation were analyzed. Results suggested that cultural diversity had a positive influence on decision-making and a negative influence on communication. ICT mitigated the negative impact on intercultural communication and supported the positive impact on decision-making. Effective technologies for intercultural communication included e-mail, teleconferencing combined with e-Meetings, and team rooms. Cultural diversity influenced selection of the communication media.

Team effectiveness in academic primary health care teams

Primary health care is undergoing significant organizational change, including the development of interdisciplinary health care teams. Understanding how teams function effectively in primary care will assist training programs in teaching effective interprofessional practices. This study aimed to explore the views of members of primary health care teams regarding what constitutes a team, team effectiveness and the factors that affect team effectiveness in primary care. Focus group consultations from six teams in the Department of Family Medicine at Queen's University were recorded and transcribed and qualitative analysis was used to identify themes. Twelve themes were identified that related to the impact of dual goals/obligations of education and clinical/patient practice on team relationships and learners; the challenges of determining team membership including nonattendance of allied health professionals except nurses; and facilitators and barriers to effective team function. This study provides insight into some of the challenges of developing effective primary care teams in an academic department of family medicine. Clear goals and attention to teamwork at all levels of collaboration is needed if effective interprofessional education is to be achieved. Future research should clarify how best to support the changes required for increasingly effective teamwork.

High performance management of shared‐managed joint venture teams: contextual and socio‐dynamic factors

Evidence from joint venture research points to the vital role of the group of individuals who manage the administration of the venture. Venture managers face challenges that may not be present in top management teams within the hierarchy of a firm. Despite substantial research on joint ventures, understanding of this unique management group remains rudimentary. This article focuses on management processes in shared‐managed joint ventures. It suggests that the evolution and effectiveness of the management team in joint ventures may be facilitated by certain key contextual and individual level factors. Looking at venture management as an inter‐organizational group of people composed of members representing parent organizations whose behavior is regulated by a common set of expectations can give clues to the special nature of joint venture management tasks. The individuals nominated to the team as well as some key performance‐facilitating contextual factors may affect team effectiveness. Research and practical implications are offered.