Affect Team Performance Research Articles

In-Depth Assessment of the Influence of Leadership Styles on Team Performance through the Lens of Wisdom Leadership

Examining team efficacy with the lens of leadership styles' effects on team performance of Wisdom Leadership (WL) highlights how different leadership styles impact team performance and highlights the part that WL plays in directing and improving team results through careful, well-considered decision-making. WL can be difficult to assess and use consistently in a variety of circumstances due to its subjective character, and it can ignore environmental considerations and practical limits that impact team effectiveness. There are 195 participants’ data are collected in leadership styles’ impact on team performance through the WL lens was gathered at random. Some questionnaires are also randomly gathered. Decision-making effectiveness (DME), conflict resolution skills (CRS), emotional intelligence (EI), visionary thinking (VT), team cohesion (TC), and employee satisfaction (ES) these factors are used to determine with the lens of WL, how leadership styles affect team performance. The statistical of PLS-SEM, Cronbach's Alpha, discriminate validity tests, Average Variance Extracted (AVE), and Exploratory Factor Analysis (EFA) to evaluate leadership styles' impact on team performance, ensuring reliability and theoretical alignment. The results validate all of the hypotheses and demonstrate that variables such as DME, CRS, EI, VT, TC, and ES significantly positively correlate with WL.When examining how team performance is affected by leadership styles through the perspective of WL. The WL approaches provides a supportive and moral atmosphere that greatly improves team performance. The significance of incorporating wisdom into leadership techniques is underscored by the way that type of leadership fosters trust, efficient communication, and sustained success.

The Partners of My Partners: Shared Collaborative Experience and Team Performance in Surgical Teams

When teams in organizations are assembled to perform contingent tasks, team members carry with them experiences of prior interaction with partners in different teams. Focal team members share collaborative experiences to the extent that they worked with common external prior partners. Extending current research on team effectiveness, we investigate how shared collaborative experience (SCE) affects team performance. Consistent with the established understanding of team processes as carrying both a teamwork and a taskwork component, we conceptualize SCE as having two distinct dimensions that we call SCE extent and SCE diversity. We posit that high SCE extent increases the ability of teams to refine their teamwork processes, increasing their performance through enhanced coordination and reflexivity. We argue that high SCE diversity hinders the ability of teams to form a shared understanding of task demands, thus undermining team performance. Furthermore, we investigate the contingent effect of task complexity on the relationship between SCE and performance. We argue that the benefits of implicit coordination and the drawbacks of experience diversity decrease as tasks become more complex and require more explicit coordination and wider repertoires of responses. These predictions find support in an analysis of 1343 robot-assisted surgery operations performed by 114 surgeons during a four-year period in a private university hospital. By explicitly recognizing how team members benefit from the network of their shared prior partners, our study contributes to developing a new approach to study the effectiveness of temporary teams in organizations.

Flexing the emotional muscle: Investigating how team reflexibility shapes performance via emotional intelligence

In team settings, the development of reflexibility and emotional intelligence significantly influences performance outcomes. Identifying these relationships is crucial for optimizing team dynamics and achieving superior results. Present research investigates the relationship between team reflexivity and team performance through the mediating role of Emotional Intelligence. Team reflexibility affects team performance positively and developing emotional intelligence skills improves team performance. SPSS and AMOS software was used to analyze the data and the hypothesis was tested using structural equation modeling (SEM) and data obtained from 317 IT company employees in Coimbatore, India. The outcomes of the study provide both practical and theoretical insights for IT company employees to increase team performance through flexible and emotional intelligence skills. Employees with a high level of Intelligence Quotient (IQ) are insufficient for today's business. To be successful, workers must have a certain level of Emotional Intelligence (EI). Employees with a high EI tend to have better relationships and connections, higher performance due to collaboration, and a more positive and peaceful workplace. This research gives managers and leaders an in-depth understanding of highly reflective teams, which will allow them to be more inventive while also altering their emotional abilities to perform better and retain the organization in the long run.

The Effect of NBA Attendance on Teams’ Performance

This paper analyzed how attendance in the NBA during the COVID-19 pandemic, specifically, in the 2020-2021 seasons, affected team performance. To answer this question, we used team data of all 30 teams from 2015 to 2022, and attendance data for the 2020-2021 season; we separated team attendance into three levels: Full (or almost full), Partial, and Empty. We used logistic models and the Bradley-Terry Model to analyze each team’s strength coefficient (compared to one baseline team) using the Win/Loss data as the determining factor. Our result showed a slight advantage for home teams when audiences were present. However, results revealed that home court advantage became less evident when there was partial or no audiences.

Transforming youth sports team performance in the Era of digitalization: The Interplay of charismatic leadership, satisfaction, and team engagement drivers

In sports, teamwork plays an vital role in improving performance. It makes the individuals nurture an environment of team dynamics, acquaintance, and instructor support. It collaboratively synergizes a team's satisfaction and performance, and thereby its ability to achieve global success. This study examines how charismatic leadership affects team performance in the context of digitalization, focusing on employee satisfaction and team engagement. A survey of 409 participants from the sports industry was conducted to assess their perceptions of leadership style, satisfaction, and engagement. Using a Likert scale, the survey identified correlations between charismatic leadership and key team outcomes. The analysis demonstrates the significant impact of charismatic leadership on enhancing satisfaction and driving team engagement, offering valuable insights for leaders aiming to boost team performance in a digitally transformed workplace.

Factors Affecting Team Performance

This study aims to determine the influence of Core Self Evaluation, Team Cohesion, Organizational Culture, and Agile Teamwork on Team Performance. This is a descriptive quantitative study with a sample size of 300. Data collection techniques include questionnaires and literature studies, with data analysis using multiple regression analysis. Results, The study shows that Core Self Evaluation, Team Cohesion, Organizational Culture, and Agile Teamwork significantly and positively influence Team Performance. This means the better the Core Self Evaluation, Team Cohesion, Organizational Culture, Agile Teamwork, the higher the Team Performance. Implications, This study can be a reference for organizations in forming policies and reward systems that support aspects of Core Self Evaluation, Team Cohesion, Organizational Culture, Agile Teamwork. Rewards can be given to create a positive culture, increase team cohesion, and support adaptive performance. Originality, The novelty of this study lies in the examination of Core Self Evaluation, Organizational Culture, Agile Teamwork together on team performance, conducted in the Jabodetabek area.

ВИКОРИСТАННЯ ЗАСОБІВ ШТУЧНОГО ІНТЕЛЕКТУ ДЛЯ ПІДТРИМКИ ГРУПОВОЇ ДИНАМІКИ ПРОЄКТНИХ КОМАНД: ВПЛИВ НА САМОЕФЕКТИВНІСТЬ ТА ЗАЛУЧЕНІСТЬ СТУДЕНТІВ

The issue of maintaining group dynamics in flexible remote teams is currently in the focal point of attention not only of commercial companies and government agencies as a response to the changing conditions of work organisation, including those associated with the effects of the COVID-19 pandemic, but also of higher education institutions that train future professionals. Since intragroup dynamics is a key factor affecting team performance, this paper is the result of the study conducted as part of the Group Dynamics and Communications course at National University of Life and Environmental Sciences of Ukraine (NULES) to determine the potential of using AI tools as tools to support the group dynamics of self-organised teams during the implementation of educational projects. Based on the results of the free choice of project and team management tools, we categorised three groups among the 56 participants of the experiment according to the use or non-use of AI tools to enhance group dynamics, followed by self-assessment of the effectiveness of the selected tools in increasing their levels of self-efficacy and social engagement. The survey was based on a Likert scale measurement, and non-parametric methods of analysis and statistical hypothesis testing were used to process the results. The self-assessment confirmed that the incorporation of AI tools in the implementation of a team-based learning project did not influence the improvement of students' social engagement and the dynamics of self-efficacy for both effective and ineffective students. The authors identified the positive impact of using AI tools on its development for students with the average level of self-efficacy. We also presented an example of the use of Notion AI for enhancing group dynamics at each stage of team development according to B. Tuckman. The authors suggest that the impact of using AI tools in the process of implementing a group learning project depends more on personal characteristics of team members than on the choice of a specific AI model. Determination of application specifics of individual AI tools in the process of training future specialists in the implementation of various types of educational activities, particularly ethical considerations is recognised as an area for further research.

Factors affecting team performance of external auditors in Iran: A Delphi–interpretive structural modelling approach

Factors affecting team performance of external auditors in Iran: A Delphi–interpretive structural modelling approach

Understanding collaboration in sub-structured teams through a computational model of set-based concurrent engineering

Coordinating the collaboration within sub-structured teams created for large engineering projects presents several challenges. Set-based concurrent engineering (SBCE), by maintaining several candidate designs for each subproblem throughout the process, may alter the best ways to coordinate subteams in these projects, compared to point-based concurrent engineering (PBCE) processes in which only one candidate design is maintained for each subproblem. Previous studies have introduced SBCE to industry with positive results and have corroborated its stated benefits through computational study, but researchers have yet to systematically study how SBCE interacts with sub-structured teams. This work augments a multi-agent model developed to simulate and study SBCE, the Point/Set-Organized Research Teams (PSORT) platform, to model sub-structured teams with different forms of intra-subteam collaboration, including joint iteration, design sharing, or no collaboration at all. Design projects are then simulated using these collaboration methods with PBCE and SBCE conditions to investigate how SBCE affects team performance under different modes of intra-subteam collaboration. These studies find that SBCE enables nominal subteams to combine the efforts of multiple designers on individual subproblems with minimal losses, while high levels of collaboration during development are found to assist designers in overcoming design barriers, which SBCE facilitates by maintaining many design options.

Research on the relationship between leadership style and team dynamics in high-performance teams

Leadership style profoundly impacts team dynamics in building and maintaining high- performance teams. This article finds through comprehensive research that different leadership styles can stimulate team behavioral, emotional, and cognitive responses, affecting team performance and development. The study used a combination of quantitative analysis and case studies to investigate high- performance teams in different industries and deeply analyzed how leadership style affects team members’ participation, innovation ability, and collaboration efficiency. Research has shown that democratic leadership encourages team participation, improves the quality of decision-making processes, and enhances team adaptability. Transformational leadership has a significant impact on driving team innovation and can stimulate the potential of team members. Task-oriented leadership has improved team execution, especially with clear goals and urgent work phases. In addition, situational leadership theory also helps to understand the relationship between leadership style and team dynamics. Leaders should flexibly adjust their leadership strategies based on the team’s tasks and development stages.

Humble Leadership Style and Team Performance of Nursing Academics, Senior Nurses, and Novice Nurses: An Online Cross‐Sectional Comparative and Predictive Study

Background: A humble leadership style promotes human relationships above transactional relationships.Purpose: This study aimed to evaluate predictors and differences in humble nursing leadership and team performance based on sample characteristics and the total scores of the concepts.Methods: Using a quantitative cross‐sectional design, convenience snowball samples of 260 participants distributed as nursing academics (66), senior nurses (94), and novice nurses (100) were recruited. An online poll was distributed in March 2022 in selected Jordanian public and private universities and hospitals. Using the Statistical Package for the Social Sciences (SPSS), the general linear model (GLM) was used to determine predictors of humble leadership style and team performance. T‐tests or one‐way analyses of variance (ANOVAs) were employed to detect the differences in the total scores of the studied concepts.Results: Academics, nurses, and teams were generally humble. The team functioned relatively well and effectively. Humble leadership scores correlated moderately with team performance. The ANOVA showed some significant differences between the two studied variables. Conclusions. A humble leadership style improves employees’ and the team’s performance. This study illuminates how a humble leadership style affects team performance.

Office Openess Affects Stress Regulation and Teamwork: A Neurophysiological Field Study

Stimulating and sustaining teamwork can be a strategic asset for an organization. Yet, little has been done to objectively assess how office design affects team performance. We conducted a neuroscience field experiment of employees (N = 96) to examine how different open-office configurations impact three measures of neurophysiologic stress, affect, and creative problem-solving in three existing office configurations that varied in their degree of openness. Physiologic stress was lowest in the most open work setting resulting in higher performance and more rapid post-work physiologic recovery compared to less open configurations. We identified three core factors driving these results: high perceived privacy, a more pleasant ambience, and increased autonomy. This multimodal approach identifies neurophysiologic mechanisms linking office design to team performance.

Does Air Travel Adversely Affect Team Performance in Major League Baseball?

Previous studies of the effects of air travel on team performance in baseball focused on jet lag, namely, teams that traveled across at least two time zones between games. But baseball teams that travel extensively up and down either the West or East Coast do not cross one (let alone two) time zones. For the years between 2019 and 2022 (including the COVID-19 pandemic-shortened 2020 season), the authors relate the difference between a team’s season-long winning percentage at home less its winning percentage on the road to the total regular season-long number of miles traveled for the 15 teams in each league. Save for a pair of teams in the American League in 2020, the authors find that there is no statistically discernible relationship between the number of miles traveled per season and the difference between home and away team win percentages.

Diversity in online self-organizing teams: longitudinal evidence from an open innovation community

PurposeThe development of information technologies has fueled the emergence of online self-organizing teams that involve members with diverse backgrounds to work on a shared goal voluntarily. However, the differences in members' attributes give rise to diversity. Therefore, the authors’ research is to figure out how diversity affects team performance in the context of online self-organizing teams and how this effect changes over team tenure.Design/methodology/approachThe authors use a dynamic approach to the diversity-team performance relationship and collect a publicly longitudinal dataset on 3,970 collaborative items from 2,550 online self-organizing teams spanning nine years in an open innovation community of an online game.FindingsThe empirical results show that culture separation is negatively related to team performance, and this negative relationship weakens as team tenure increases. While skill variety and contribution disparity are positively related to team performance, and these positive relationships strengthen as team tenure increases.Originality/valueThe study provides a research framework to examine the relationship between diversity and team performance and explore how this relationship varies over team tenure in the context of online self-organizing teams. The results not only demonstrate the double-edged role of diversity in affecting the success of online self-organizing teams but also advance the understanding on the temporal effect of diversity on team performance.

The impact of forum content on data science open innovation performance: A system dynamics-based causal machine learning approach

Open innovation in data science generally takes the form of public competitions where teams exchange messages and solutions by competing and collaborating simultaneously. Team behaviours are widely heterogeneous in terms of the performance of their solutions and the participation in knowledge creation. We present a novel research framework for open innovation by integrating system dynamics and structural topic modelling to extract open factors and adopting a machine learning-based difference-in-differences estimator to understand the impact of team behaviour on their performance using data from Kaggle's competition. Our results identify four team behaviour categories—active, learner, lurker, and passive— in data science open innovation competitions which depend on the performance of their solutions and actions related to posting and reading messages in the forum. Furthermore, the activities of model evaluation, community support, and business understanding are the top three most positive and significant factors affecting team performance. Our research contributes to the literature by highlighting the value of forum feedback and exploring the data science activities in the forum discussion, in relation to innovation performance, to enrich the empirical understanding of open innovation. Research implications for researchers and practitioners participating in, organising, and supporting data science open innovation activities are provided.

The linkage between team communication, team motivation and search and rescue team performance

Orientation: This study examined the linkage between team communication, team motivation and search and rescue (SAR) team performance.Research purpose: The study intends to investigate the impact of selected team factors that affect team performance, while adding to the scarce studies done on SAR team performance (especially in Malaysia).Motivation for the study: Search and rescue teams are skilled elite teams that can reflect the true characteristics of a team’s performance.Research approach / design and method: The study comprised 850 individual team members who were aggregated into 209 teams. Teams were among the SAR teams of the Malaysian Fire and Rescue Department. The study used a quantitative approach, employing the purposive sampling technique. The relationships between team communication, team motivation and SAR team performance were analysed using the structural equation modelling (SEM).Main findings: The results indicate that team communication affects SAR team performance; however, the relationship is not mediated by team motivation.Practical/managerial implications: Team communication is vital to the achievement of teams’ objectives. However, in life-and-death situations, which are usual for SAR teams, team motivation does not have a role in how communication affects the teams’ performance. Team leaders and the managers of SAR teams need to focus on effective communication techniques in order to achieve excellent performance. This includes the use of appropriate verbal and non-verbal communication.Contribution/value-add: This study adds value to the current literature on team performance, specifically SAR team performance.

The Effect of Leadership and Teamwork on Employee Turnover and Team Performance

This study aims to investigate the influence of leadership and teamwork on team performance while exploring the potential effects of team turnover. Our methodology involved distributing questionnaires to 60 individuals who met our specific criteria. The data collected was analyzed using the advanced statistical analysis software SPSS 20.0. Our findings indicate that leadership and teamwork are crucial in team performance, with a significant impact observed. Additionally, our research indicates that team turnover does not affect team performance. For a company to achieve optimal success and productivity, it is imperative to thoroughly examine and analyze the influence of leadership and teamwork on team performance and turnover. By doing so, organizations can better understand the underlying factors contributing to these outcomes and make informed decisions to enhance team dynamics and drive positive results.

Motivation in Project Management: Systematic Review of the Literature

Motivation plays a critical role in project management as it affects team performance, project success, and organizational outcomes. The purpose of the review: to study the impact of motivation on the effectiveness of the project, to determine the main factors influencing the motivation in project management and the types of motivation of the project team, as well as methods for managing motivation in project activities. The review covered 44 articles published between January 2019 and February 2023 in the Scopus database, Web of Science and Google Scholar. Articles were selected based on their relevance to the topic and analyzed through a predetermined set of criteria. The results obtained show that project management motivation is a complex and multifaceted process that includes various levels of analysis, including individual, team and organizational factors. Project managers should focus on creating a motivating environment for team members to increase project success. Moreover, intrinsic motivation is a better predictor of task performance than extrinsic motivation. The conducted systematic review contributes to the understanding of motivation in project management and provides a basis for further research on this topic. The results of this review have important implications for project managers, who can use this knowledge to motivate team members and improve project success. Moreover, more research is needed on the motivation behind traditional and agile project teams.

Understanding the Impact of Team Cognitive Load and Advice Compliance in Urban Search and Rescue Task

This research concentrates on the impact of Artificial Social Intelligence (ASI)'s advice intervention text messages and the compliance of three human team members, who communicate via voice to carry out victim rescue operations, on the team's performance. This experiment takes place in a simulated Urban Search and Rescue (USAR) task environment built using Minecraft. The ASI agent, utilizing its analytical components designed around interactive real-time measurements, oversees the team's behavior in the USAR task environment. The agent discerns and forecasts the human team members' actions, offering interventions via text messages to foster and sustain team efficacy. The study examines (1) the influence of the team's cognitive load on message compliance from the advisor, and (2) how these elements collectively affect team performance. The results show a positive association between cognitive load, compliance, and enhanced task performance, despite the lack of a significant correlation between cognitive load and compliance.

Do teams need their employees to work remotely? A simulation analysis based on a multi-layer interactive system

Organizations have widely begun to adopt remote working since the COVID-19 pandemic. However, the effect of remote work on team performance remains unknown. A multi-layer interaction system based on organizational systems theory was designed to assess how remote working affects team performance. Individual performance was computed using a positively skewed stochastic performance model and a modified NK model was used to simulate the team performance under specialized and collaborative conditions. The results showed a complex relationship between task complexity and remote rate and that collaborative teams require a higher remote rate when the probability of employees benefiting from remote work is low to avoid potential detriments from excessive competition. Further results considering agent heterogeneity suggest that individual-level gains are magnified or reduced at the team level and that assessing individual heterogeneity and task complexity is significant for designing remote strategies. In addition, differential mechanisms in team structure and the hierarchy of authority are discussed. This study presents the design and application of a novel business system that helps teams make optimal remote decisions in addition to responding to conflicting discussions in the literature and in practice and providing new insights into decision-making systems in a digital context.