Affect Team Performance Research Articles

Negative Work Attitudes and Task Performance: Mediating Role of Knowledge Hiding and Moderating Role of Servant Leadership.

The COVID-19 pandemic has caused a global crisis that particularly hit employment globally. Due to the economic crisis, many small businesses attempted to minimise their expenses by either closing or downsizing. During such organisational situations, the employees face negative workplace attitudes that lead to knowledge hiding and affect team performance. This study examines negative attitudes and their effect on team performance. Further, this study examines the mediating effect of knowledge hiding and moderating the role of servant leadership. Through a multi-time data collection approach, the authors obtained 363 responses from the education sector in China during the COVID-19 pandemic. PROCESS Hayes model 1 and 4 were used for mediation and moderation analysis. Results show that job insecurity, cynicism, and role stress are significant forces behind knowledge-hiding behaviour. Furthermore, the knowledge hiding behaviour adversely affects task performance. Servant leadership shows a buffering effect on knowledge hiding behaviour caused by negative workplace attitudes. This is one of the first studies in the South Asian environment to examine the association between employees’ negative attitudes and task performance using knowledge hiding as a mediator and servant leadership as a moderator in the COVID-19 scenario. Lastly, the paper concludes with a consideration of its theoretical, practical implication and future direction.

How shared leadership affects team performance: examining sequential mediation model using MASEM

PurposeThe purpose of this study is to reveal a sequential mediating process of the impact of shared leadership on team performance by studying the sequential mediating effect of team trust and team learning behavior.Design/methodology/approachThis study develops and examines a sequential mediation model using the meta-analytic structural equation modeling (MASEM) method. The sample adopted consists of 347 independent effect sizes extracted from 280 empirical papers (288 independent studies, N = 21,888 groups).FindingsThe results indicate that team trust and team learning behavior play a sequential mediating effect in the shared leadership–team performance relationship.Practical implicationsThe findings suggest that practitioners should share leadership functions and responsibilities among talented team members. Furthermore, practitioners should strengthen the emotional interaction among team members and give positive feedback to the team's intensive learning behaviors.Originality/valueBy identifying the sequential mediating effect of team trust and team learning behavior, this study not only advances the understandings of a comprehensive mediating process through which shared leadership enhances team performance, but also offers new insights into the interrelationship of different types of mediating mechanisms (i.e. team emergent state and team process) in the shared leadership–team performance relationship.

Overriding in Teams: The Role of Beliefs, Social Image, and Gender

To shed light on the factors that affect who speaks up in teams in the workplace, we study willingness to speak up after someone has raised an opinion. We call voicing disagreement overriding and study this behavior in a laboratory experiment where participants answer multiple choice questions in pairs. In a control treatment, participants interact anonymously. In a photo treatment, both participants see the photo of the person they are matched with at the beginning of the group task. Using a series of incentivized tasks, we elicit beliefs about the likelihood that each possible answer option to a question is correct. This allows us to measure disagreement and to tease apart the role of disagreement versus preferences in the decision to override ideas in teams. Results show that anonymity increases overriding. This treatment effect is driven by social image costs. Analysis of heterogeneity in behavior by gender reveals no differences between the likelihood that men and women override. However, we find some evidence that men and women are treated differently; when participants disagree with their partner, they are more likely to override a woman than a man. Preferences seem to in part explain the differential treatment of men and women. Studying group performance, we find that overriding helps groups on average, while the gender composition of teams does not affect team performance. This paper was accepted by Yan Chen, behavioral economics and decision analysis. Funding: This work was supported by the University of Melbourne and the Australian Research Council [Grant DE190100585]. J. Guo received a Kinsman Studentship from the University of Melbourne to conduct this research. Supplemental Material: The online appendix and data files are available at https://doi.org/10.1287/mnsc.2022.4434 .

One tie to capture advice and friendship: Leader multiplex centrality effects on team performance change.

Because leaders' authority is often insufficient to change team performance, formal team leaders seek informal influence through the occupation of central positions in social networks. Prior research focuses on leader centrality involving simplex ties, that is, either friendship or advice, to the neglect of multiplex ties that involve the overlap of friendship and advice. Friendship and advice ties offer different but complementary resources, so leader centrality in one but not the other network limits leader influence. We provide theory and evidence concerning how leader multiplex centrality affects team performance improvement, particularly if leaders are embedded in team social contexts with sparse friendship and numerous adversarial ties. The research context involved 84 ongoing public university service teams headed by formal leaders. Our results show the importance of leader multiplex centrality relative to leader simplex centrality. First, leader multiplex centrality predicted team performance change over a 2-year period more strongly than leader centrality in either the advice or the friendship team network. Second, leader multiplex centrality positively predicted team performance change for teams featuring dense adversarial networks or sparse friendship networks. It is not sufficient, therefore, for leaders to be either liked or regarded as expert. It is the integration of both advice and friendship in one tie between the leader and followers that facilitates performance change. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

A Cost Metric for Team Efficiency

We use a Riemannian metric as a cost metric when it comes to the optimal decisions that should be made in a multi-agent/Team scenario. The two parameters of interest to us are Team skill and Team interdependence, which are modeled as Wiener process drift and the inverse of Wiener process diffusion, respectively. The underlying mathematics is presented, along with some approximating rules of thumb. It is noteworthy that the mathematics points to, what seems at first, counter-intuitive paradigms for Team performance. However, in reality the mathematics shows a subtle interplay between the factors affecting Team performance.

Public Negative Labeling Effects on Team Interaction and Performance

Across four studies, we examine how public negative labeling, which is when a group member is publicly identified as bad, affects team performance. Across three experiments and one field study, we test and find support for our model, that public negative labeling undermines team performance via reduced perceptions of team interaction quality. Our study contributes to the expansive conversation on team effectiveness which highlights that “fighting fire with fire” in terms of public negative labeling is ineffective for dealing with uncivil workplace behavior.

Can Gift-Giving Affect Team Performance?

Can Gift-Giving Affect Team Performance?

A Neuro-fuzzy Logic Model Application for Predicting the Result of a Football Match

Many various models have been proposed with the goal of estimating the factors that determine the winner and losers in a football match, and many other models have been proposed with the goal of estimating the elements that determine the winner and losers in a football match. Predicting the result of a football match has been the interest of many gamblers and football fans all over the world. In this research, a Neuro-fuzzy logic model for forecasting the outcome of a football match is proposed. The suggested model comprises two phases: the first utilizes a neural network model to generate the primary factors that impact team performance; the second phase uses a neural network model to generate the major factors that affect team performance. In the second phase, a fuzzy logic model is used to forecast the outcome of a football match. MatLab 2008 was used to simulate the proposed system. In order to forecast the winner and loser of each football match, the model took into account a variety of parameters that affect both the host team and the visiting squad. The results show that the Neurofuzzy logic technique is an effective tool for forecasting the outcome of a football match.

Managing task and relationship conflicts in international online team learning

ABSTRACT This paper contributes to understanding the role of task conflicts in team-based online learning. The X-Culture network has created an online learning community that involves students all over the world. Correlation and regression analysis revealed that a higher diversity of teams by nationality positively affected team performance. The indirect effect of team diversity on team performance mediated by task conflicts accounted for 59.6% of the total effect. Moderate task conflicts improved team performance. However, instructors and coaches have to prepare students at the early stage of their project cooperation to distinguish between task conflicts and relationship conflicts influenced by motivation, free riding, and online communication habits of team members living in different time zones. Suggestions for preparing students to manage conflicts in online international team projects are presented. These suggestions are relevant for innovative learning projects in higher education involving students from many countries to knowledge co-creation.

Leveraging Knowledge Diversity in Hierarchically Differentiated Teams: The Critical Role of Hierarchy Stability

Past research has been equivocal about the information sharing and performance effects of knowledge diversity in teams. In an attempt to resolve this equivocality, scholars have suggested that status hierarchy may play a role, proposing that status differences can constrict team-level information sharing in diverse teams by privileging the knowledge of higher status members and discounting the knowledge of lower status members. Although there is some evidence to support this notion, there is also evidence to suggest that status differences may amplify information sharing in diverse teams by offering status enhancement incentives to members who share unique knowledge. In this paper, we reconcile these different predictions by suggesting that the effects of status hierarchy on the relationship between knowledge diversity and team information sharing will depend on the stability of the hierarchy. Using a diverse sample of 156 teams across 110 organizations, we found that status differences constricted information sharing in knowledge-diverse teams when hierarchy stability was high and amplified information sharing in knowledge-diverse teams when hierarchy stability was low. These information sharing effects, in turn, affected team performance. Our study highlights how hierarchy stability is critical for understanding whether status differences constrict or amplify information sharing in knowledge-diverse teams.

Detecting shared physiological arousal events in collaborative problem solving

Collaborative problem solving (CPS) is a cyclical process in which team members go back and forth between various cognitive and affective phases as they interact with the problem state and each other. An increasing amount of research has been conducted to explore how sequential relationships between the CPS phases affect team performance outcomes. However, detecting CPS phases mainly relies on labor-intensive methods, such as video coding of all team interactions during the problem-solving process. Furthermore, it is challenging to understand the level of sharedness or togetherness among the team members when they go through a specific CPS phase. Consequently, this study aimed to investigate shared physiological arousal events (SPAE) in CPS. We developed and implemented a new method for detecting SPAEs during CPS by utilizing skin conductance response data. Our findings showed that SPAE can be a promising method for detecting the cognitive and socio-emotional CPS phases that are demonstrated as increasing physiological arousal among the team members. Process-mining analysis of the SPAEs revealed different sequential pathways among the successful and less successful teams both in terms of the CPS phases and the problem variables they address during SPAEs. The current study contributes to the timely agenda of CPS and collaborative learning fields in developing multimodal methods to unearth complex team interaction processes during collaboration.

Boiling frogs: Reconsidering the impact of deviance targets, severity, and frequency in teams

Deviance can impact team performance but it is unclear how this process unfolds. Common measures delineate between interpersonal and organizational deviance rather than considering the impact felt by teammates. Instead, we categorize deviant acts into team-relevant and team-irrelevant measures. We then consider how deviance severity and frequency impact affective states and team performance. Guided by affective events theory’s focus on work events shaping emotional reactions and subsequent behaviors, we suggest that deviant acts that are negative work events increase negative affect and harm team performance, particularly when frequent. Team-irrelevant deviance is not a negative work event and thus should not impact team affect or performance. Within team-relevant deviance, because severe forms are objectively wrong and punished severely, teammates can overcome them whereas subtle and clandestine minor forms harm the team the most, especially when frequent. Support was found within 1114 recorded deviant acts from 435 employees in 114 organizational teams.

The Power of Introverts: Personality and Intelligence in Virtual Teams

ABSTRACT Teams have increasingly turned to computer-mediated communication (CMC) to work when team members cannot all be in the same physical space at the same time, leading to the need to better understand what influences group performance in these settings. We know that team member intelligence and personality affect team performance when teams work face-to-face, but their effects are not yet clear when teams use text-based CMC, which has different characteristics than face-to-face communication. We conducted a laboratory study of 61 teams working on a decision-making task using text-based CMC. We found that team mean extraversion had a large negative effect, and team mean neuroticism had a medium-sized negative effect on team performance. Team mean intelligence had no effect. We recommend that managers consider the effects of extraversion when selecting team members and focus on selecting more introverted team members if the team is likely to extensively use text-based CMC. Likewise, managers should consider extraversion when designing teamwork processes for virtual teams; if a team has many members who are high in extraversion, the team should use text-based CMC sparingly. We also recommend that researchers use extraversion as a control factor in future research studying text-based CMC because extraversion has a large effect on team outcomes and, left uncontrolled, could increase unexplained error variance and overshadow the focus of the research study.

Does emotional intelligence impact team performance in construction projects? Exploring the mediating role of trust and moderating role of work status

Emotional intelligence (EI) is an essential part of the many types of intelligences an individual possesses. The outcome of interactions in personal life as well as within the organization depend upon how high or low the Emotional Quotient (EQ) is. Organizations, nowadays, specifically design tests for hiring people with higher EQ since the emotional intelligence of a team member leaves an impact on its performance. The major goal of this research is to investigate the relationship between emotional intelligence and team performance, as well as the impact of employee work status on these two. The research also examines the mediating role of trust among team members on team performance in projects. Responses from 346 participants working for construction projects have been used for analysis. The results showed that emotional intelligence is an important factor in construction projects as it affects team performance in projects while trust mediates the relationship between team emotional intelligence and team performance. Work status plays a moderating role for emotional intelligence and its outcome on project team performance. A limitation of this research is conducting analysis in construction industry only which future studies could be done in different occupational sectors considering various management positions. Additionally, interviews could be conducted for future studies with additional manpower such as daily wagers and contractual employees in the construction sector.

Evaluating the effect of displaying team vs. individual metrics on team performance

This work explores the assessment dimension of persistent feedback to a team, i.e., how presenting feedback based on individual scores vs. team scores vs. both (I&T) affects team performance and team dynamics of a three-person team. Various studies have attempted to determine which level of feedback interdependence (i.e., individual vs. team vs. I&T), presented within a collaborative context, produced optimal team performance. The studies have shown mixed results. Precisely 117 participants (39 three-person Teams) conducted a modified version of the Multiple Errands Test known as the Team Multiple Errands Test (TMET). The teams performed the TMET within a virtual desktop environment. They performed the task in three real-time persistent feedback conditions: Individual, Team, and I&T. Overall, the feedback condition seemed to influence the speed with which team members completed the task. Specifically, the results indicated that individuals in the Team feedback condition moved more quickly through the task than individuals in the I&T feedback condition. There were no significant differences between the Individual condition and the Team or I&T conditions. We suggest that user interface (UI) designers developing persistent feedback for a virtual collaborative training environment should primarily present feedback based on team assessment, as opposed to the I&T assessment, and to be cautious of information overload.

Self - Organizing Teams in Software Development – Myth or Reality

In an agile business environment, teamwork quality is underlining key element of successful projects and overall team performance. In the Scrum framework, self-managing team is a central element of success. Self-managing teams introduced a new concept of teams and emphasized the importance of individual member effort and the way it affects team performance. The focus of this paper is on teamwork quality in self-managing teams and the way it affects the overall team performance. Teamwork quality is defined by six subconstructs: communication, coordination, balance of member contributions, mutual support, effort, and cohesion, while team performance is defined with effectiveness and efficiency. A survey of 260 respondents from the IT sector in Bosnia and Herzegovina was conducted and in both tested models, our results have confirmed that the highest effect on team effectiveness comes from mutual support, with slightly different – but still significant, impact of team cohesion and effort.

Linking Identity Leadership and Team Performance: The Role of Group-Based Pride and Leader Political Skill.

Recent trends in the leadership literature have promoted a social identity approach of leadership that views leadership as the process of representing, advancing, creating, and embedding a sense of shared identity within a group. However, a few empirical studies explore how and when global identity leadership affects team performance at the workplace. To address this lacuna, we used multi-source and two-wave data among 81 teams to explore the role of group-based pride and leader political skill in the association between identity leadership and team performance. The results suggest that identity leadership positively predicts team performance through a mediating role of group-based pride. Furthermore, leader political skill moderates the indirect effect of group-based pride such that the effect is stronger when leader political skill is high rather than low. Finally, several theoretical and practical implications of this study are discussed, and future research directions are also suggested.

The double-edged sword effects of leader workaholism on team performance

<p id="p00005">Currently, workaholic leaders are prevalent in the workplace, and the relevant research has substantially increased. However, regarding the effectiveness of leader workaholism, researchers have found inconsistent and even contradictory results. In addition, prior research has mostly centered on the effects of leader workaholism at the employee or firm level while ignoring its impacts at the team level. To address these gaps, the current research aims to investigate the double-edged sword effects of leader workaholism on team performance. Based on social information processing theory, we propose that leader workaholism influences team performance through two distinct mechanisms: on the one hand, leader workaholism enhances team job involvement, which has a subsequent positive effect on team performance, and on the other hand, leader workaholism induces team negative affect, which in turn negatively influences team performance. In addition, we also expect that team task significance can mitigate the negative effects and enhance the positive effects of leader workaholism. <p id="p00010">We conducted a multitime, multisource questionnaire survey on a property management company in China. Before collecting the data, all participants were assured that their responses would be confidential and used only for academic research. In Wave 1, the team leader rated his or her workaholism, and team members rated team task significance. In Wave 2 (one month later), team members were asked to complete the questionnaire containing questions on team job involvement and team negative affect. In Wave 3 (one month after Wave 2), general managers were invited to evaluate each team’s performance. The three rounds of data collection resulted in 105 matched team leader-team member responses (105 team leaders, 512 team members), with a 69.08% overall response rate for team leaders and a 61.03% overall response rate for team members. <p id="p00015">Before testing the hypotheses, we conducted a measurement model assessment to verify whether the manifest variables could accurately measure the theoretical constructs. Then, we performed a path analysis through Mplus 7.0. The results showed that leader workaholism was positively related to team job involvement, resulting in higher team performance. However, leader workaholism also heightened team negative affect, thus decreasing team performance. Moreover, team task significance moderated the above two mediating paths. Specifically, when team task significance was higher, the negative mediating effect of team negative affect was attenuated, and the positive mediating effect of team job involvement was enhanced. <p id="p00020">The current research makes essential theoretical contributions and has practical implications. First, this study is among the first to examine the relationship between leader workaholism and team performance, answering the call for more research on the effects of leader workaholism at the team level (Clark et al., <xref xml:base="bibr" rid="b6">2016</xref>). Second, based on social information processing theory, we examine two mechanisms through which leader workaholism affects team performance and demonstrate the coexistence of opposite effects in this process, which is helpful for understanding the complicated relationship between leader workaholism and team performance. Third, we elaborate on the moderating role of team task significance, which provides important insights about the contingency factors that shape the effectiveness of leader workaholism. Practically, we suggest that organizations take a dialectical perspective to consider the role of leader workaholism in team management and adopt selection procedures to identify qualified managers.

How reward systems affect team performance in banks: evidence from the Middle East and North Africa (MENA) region

PurposeThe purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment.Design/methodology/approachData was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region.FindingsThe analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention.Originality/valueThis study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.

Who/What Is My Teammate? Team Composition Considerations in Human–AI Teaming

There are many unknowns regarding the characteristics and dynamics of human-AI teams, including a lack of understanding of how certain human-human teaming concepts may or may not apply to human-AI teams and how this composition affects team performance. This article outlines an experimental research study that investigates essential aspects of human-AI teaming such as team performance, team situation awareness, and perceived team cognition in various mixed composition teams (human-only, human-human-AI, human-AI-AI, and AI-only) through a simulated emergency response management scenario. Results indicate dichotomous outcomes regarding perceived team cognition and performance metrics, as perceived team cognition was not predictive of performance. Performance metrics like team situational awareness and team score showed that teams composed of all human participants performed at a lower level than mixed human-AI teams, with the AI-only teams attaining the highest performance. Perceived team cognition was highest in human-only teams, with mixed composition teams reporting perceived team cognition 58% below the all-human teams. These results inform future mixed teams of the potential performance gains in utilizing mixed teams' over human-only teams in certain applications, while also highlighting mixed teams' adverse effects on perceived team cognition.