Model Of Team Effectiveness Research Articles

Refinement and Validation of the Team Effectiveness Scale for Nursing Units.

Understanding that the complexity and dynamic nature of the nursing care setting creates diverse conditions for teamwork is important when developing tools to measure nursing unit team effectiveness. The Team Effectiveness Scale for Nursing Units (TES-NU), based on the Integrated Team Effectiveness Model, was developed without confirmatory factor analysis and only tested on one nursing organization. It needs further research to prove its validity and reliability. This study aims to refine and validate the TES-NU in various nursing organizations. We designed this methodological study to refine the TES-NU by establishing its validity and reliability. The study included 330 clinical nurses from six general hospitals in South Korea, selected via convenience sampling. The TES-NU's refinement process includes item analysis, exploratory factor analysis, confirmatory factor analysis, item analysis, and convergent validity. The KMO of 22 preliminary items was 0.89, the cumulative variance of the five factors was 67.58%, and the commonality was >0.40. Confirmatory factor analysis indicated the revised model fit well with better indices: CMIN/DF = 1.687, CFI = 0.936, TLI = 0.924, RMSEA = 0.059, and SRMR = 0.057. We simplified the refined scale to 22 items in 5 subdomains: "head nurses leadership", "job satisfaction", "cohesion", "work performance", and "nurses competence". Convergent validity (r = 0.69, p < 0.001) and reliability (Cronbach's alpha = 0.92) were validated for the revised TES-NU. A refined TES-NU has tested their validity and reliability. Nursing managers can use this tool to manage the performance of individual nurses as well as nursing units, which will contribute to improving the work performance of the nursing organization.

Toward a theory of team resource mobilization: A systematic review and model of sustained agile team effectiveness

The notion of resources is central to many theories in HRM and applied psychology. Prominent resource-based theories in HRM tend to focus on issues related to accessing resources at the firm-level (e.g., resource-based view of the firm) or the employee-level (e.g., job demands - resources theory). However, at the team-level, the critical issue is often a matter of resource mobilization rather than resource access. Previous research has discovered that a team's ability to use resources effectively is indicative of collective intelligence. Instead of explaining this ability with a latent collective intelligence factor, we argue that teams can develop this ability by using agile work practices (AWPs). Through a systematic review of the agile team literature, we describe how agile teams mobilize resources embedded in the internal and external environment to achieve sustained team effectiveness. Generalizing beyond the agile team context, we propose a model that introduces team-internal and team-external resource mobilization as unique predictors of sustained team effectiveness. We further propose that resource mobilization is strengthened by challenge demands (e.g., work complexity) and weakened by hindrance demands (e.g., role conflict). We hope our model of sustained team effectiveness inspires future research into how teams can perform effectively across multiple episodes, without this going at the cost of members' health and well-being.

A framework for developing team science expertise using a reflective-reflexive design method (R2DM)

Effective integration and implementation of knowledge in research are dependent on team science expertise grounded in collaboration principles and techniques that advance individual and group scientific agendas. The Science of Team Science (SciTS) provides evidence-based research and best practices that strive to develop scientists’ collaborative skills so that they can work across disciplinary boundaries while developing strong and diverse teaming relationships. Identifying the motivations of those involved in collaborative teaming can contribute to maximizing team effectiveness and applying the knowledge emerging from understanding these to shape teams’ adaptation of a shared mutual learning mindset as a core tenet of scientific teamwork. In addition, surfacing motivations has the potential of helping team members examine their own needs in relation to their scientific and career goals. In this paper we draw from the domains of the Motivation Assessment for Team, Readiness, Integration, and Collaboration (MATRICx) framework, Maslow’s Hierarchy of Needs motivational theory, and The Team Effectiveness Model for Science (TEMS) to develop a Reflective-Reflexive Design Method (R2DM) that focuses on the development of intra-personal attributes within the context of a team. Approaching expertise development from this design method invites individual reflection in the context of group reflexivity to serve as the cornerstone of deep team science expertise. We used a design thinking approach to identify a framework that merges individual reflection with group reflexivity. The core questions we asked are: (i) What constitutes expertise to succeed in science teams? and (ii) How might we approach the design of learning engagements that enable the development of the needed expertise?

Team Collaboration Vs Team Competition: Pandavas Vs Kauravas - A Literature Evidence from Kurukshetra (Mahabharata) War

Purpose: Mahabharata is an epic war described in poetic form, an integral part of Indian mythology. While a full-blown war of such a colossal scale in an ancient time of around 3000 B.C. is intriguing for the civilizations today, the first war involving almost every contemporary major economy of the world whose horrors survived for generations, giving ramifications to date is in itself a “lesson learnt hard way”. The main purpose of this paper is to reflect on the management lessons based on Indian traditions. In this paper, the researchers discuss team collaboration vs. team competition between two cousins of Mahabharta the Pandavas and the Kauravas and to bring literature evidence of why the Kauravas lost the Mahabharata war despite having the best-in-class warriors and a larger army. Objective: The researchers have set the following main objectives and the present study investigates 3 wide-ranging research questions: (1) To recognize team collaboration and team competition characters from the Mahabharata War. (2) To assess the reasons why Kauravas, lose the Mahabharata War. (3) To evaluate which team effectiveness model is best for collaboration &amp; and competition. Design/Methodology/Approach: The study is based on secondary data and available shreds of evidence. The hypotheses have been stated for the selected variables and were investigated to prove or disprove the same without any errors. Findings/Results: The researchers draw lessons from the epic story and highlight the great war of Mahabharata is no doubt an epic war, described perfectly which gives numerous lessons on every nook and corner. In the complex scenario, when the Kauravas were in crisis, they often tended to rush into decisions without proper reflection and demonstrated an inability to decide based on subtle, intangible, and often very vital elements like emotion, intuition, and spiritual discernment. At the same time, the Pandavas team's effectiveness and setting the stage for great performance are very much needed in teams to work together successfully. In the end, researchers consider these factors, to have an edge in Mahabharata War. Research Limitations/Implications: Further the fact that the battle between the Pandavas and the Kauravas was already battled, the decision had been made and concluded before it even began, as revealed by Shri Krishna in his Visvarupa to Arjuna, the reason that Kauravas lost was basically due to an act of deceptive stupidity which can be traced back to one crucial event. Originality/New Knowledge/Interpretation/Value: Thus, it can be aforesaid that if we apply the finest practices of the Mahabharata War to the finest practices of Management, we might have renewed associate and can function better in the coming years and make the organization &amp; team glance and perform better in the years to come. Paper Type: The study is based on secondary data and available shreds of evidence.

Interdisciplinary and interprofessional communication intervention: How psychological safety fosters communication and increases patient safety.

Effective teamwork and communication are imperative for patient safety and quality care. Communication errors and human failures are considered the main source of patient harm. Thus, team trainings focusing on communication and creating psychologically safe environments are required. This can facilitate challenging communication and teamwork scenarios, prevent patient safety risks, and increase team performance perception. The sparse research concerning communication interventions calls for an understanding of psychological mechanisms. Therefore, this study investigated mechanisms of an interpersonal team intervention targeting communication and the relation of psychological safety to patient safety and team performance perception based on the applied input-process-output model of team effectiveness. Before and after a 4-h communication intervention for multidisciplinary teams, a paper-pencil survey with N = 137 healthcare workers from obstetric units of two university hospitals was conducted. Changes after the intervention in perceived communication, patient safety risks, and team performance perception were analyzed via t-tests. To examine psychological mechanisms regarding psychological safety and communication behavior, mediation analyses were conducted. On average, perceived patient safety risks were lower after the intervention than before the intervention (MT1 = 3.220, SDT1 = 0.735; MT2 = 2.887, SDT2 = 0.902). This change was statistically significant (t (67) = 2.760, p =.007). However, no such effect was found for interpersonal communication and team performance perception. The results illustrate the mediating role of interpersonal communication between psychological safety and safety performances operationalized as perceived patient safety risks ( = -0.163, 95% CI [-0.310, -0.046]) and team performance perception ( = 0.189, 95% CI [0.044, 0.370]). This study demonstrates the psychological mechanisms of communication team training to foster safety performances and psychological safety as an important predecessor for interpersonal communication. Our results highlight the importance of teamwork for patient safety. Interpersonal and interprofessional team training represents a novel approach as it empirically brings together interpersonal communication and collaboration in the context of patient safety. Future research should work on follow-up measures in randomized-controlled trials to broaden an understanding of changes over time.

Measuring project team performance: A review and conceptualization

Performance measurement has been a central topic of study in project management research for many years. However, the literature on project team performance measurement is fragmented and underdeveloped. To address these limitations, we conducted a systematic literature review aimed at organizing the state-of-the art, providing a better conceptualization of project team performance measurement, and strengthening theory in the field. We used an inductive approach to synthesize the literature and, building upon the performance measurement design literature and the Input-Mediator-Outcome (IMO) model of team effectiveness, we propose a theoretical framework that organizes project team performance measures around two axes: the nature of performance (i.e., efficiency or effectiveness), and the nature of the measure (i.e., tangible or intangible). By combining these two axes, we propose a 2 × 2 performance measurement structure composed of four dimensions: (1) project team processes, (2) project team emergent states, (3) project team tangible outcomes, and (4) project team perceptual benefits. Our study advances theory by offering a comprehensive and integral understanding of project team performance measurement and providing an evidence-based framework that could help practitioners improve the design of performance measurement systems for project teams.

THE DYNAMIC ROLE OF TRUST TOWARDS AUGMENTING TEAM EFFECTIVENESS AND PRODUCTIVITY

Modern competitive environment demands that the level of adaptability and flexibility in the organizations be increased. An increasing number of organizations have tried to explore trust and team effectiveness as a mean of achieving organizational desired outputs. In this paper we have proposed a model of trust and team effectiveness that may contribute to increase productivity of organizations. Although current study only focused on two factors to increase productivity, however a modification and addition to this may be necessary. Research results show significance relationship between three variables studied. All our hypothesis were approved and they show that trust add to team effectiveness and organizational productivity. The research also offers set of future perspectives of increasing productivity as well. Key words: (Productivity, Trust, Team Effectiveness, Commitment, Cohesion)

Teams of rural physicians matter: Testing a framework of team effectiveness.

To examine how rural physician team effectiveness predicts outcomes of team performance, team commitment, and intentions to stay. Surveys measuring team climate, team efficacy, and team performance were sent to rural physician team members. Surveys measuring team performance were sent to external observers in supervisory positions. Northern Ontario communities. Rural physicians and external observers, the latter including hospital chief executive officers, family health team executive directors, and clinic managers. Total scale scores were generated using mean substitution. Cronbach α was used to assess internal consistencies of team member-level measures. Team-level measures were created by averaging the responses across team members, and intraclass correlation coefficients for each scale of each team of 2 or more members were calculated to yield a measure of rating consistency. A t test was used to assess the possible difference between team performance ratings by team members and external observers. Team-level relationships within the team effectiveness model were assessed using mediated regression, and generalized estimating equations were used to assess the relationships in the model between team-level (team efficacy) and individual-level (affective team commitment and intentions to stay) variables to address the nonindependence of these data. Overall, 70 rural physicians from 26 Rural and Northern Physician Group Agreement communities with 2 or more physicians and 25 external observers from 19 of the 26 Rural and Northern Physician Group Agreement communities participated in the study. The findings showed that team climate (composed of decision making, communication, and conflict resolution measures) positively predicted team efficacy, which in turn positively predicted team performance. This fully mediated set of relationships held whether team performance was rated by the physicians themselves or by the external observers. Team efficacy significantly predicted affective team commitment (b value=0.69, standard error=0.08, Wald =13.89, P<.001) in the first analysis and intentions to stay (b value=0.34, standard error=0.15; Wald =5.42, P=.020) in the second analysis. However, when the other variables impacting physician retention were added to the model in predicting intentions to stay, team efficacy did not predict it above and beyond these additional predictors. The findings support initiatives that attempt to enhance physician team effectiveness in rural physician teams by influencing team decision making, communication, and conflict resolution to improve team performance, physician attitudes, and commitment.

Coordinating Mechanisms Are More Important Than Team Processes for Geographically Dispersed Emergency Dispatch and Paramedic Teams.

In recent decades there has been an increased emphasis on non-technical skills in medical teams. One promising approach that relates teamwork to medical efficiency is the theory of Shared Mental Models (SMM). The aim of the present study was to investigate the suitability of the Shared Mental Model approach for teamwork between operators in emergency medical communication centers and the first line ambulance personnel in real-life settings. These teams collaborate while working from geographically dispersed positions, which makes them distinct from the kinds of teams examined in most previous research on team effectiveness. A pressing issue is therefore whether current models on co-located teams are valid for medical distributed teams. A total of 240 participants from 80 emergency medical teams participated in the study. A team effectiveness model was proposed based on identified team coordinating mechanisms and the “Big five” team processes. Path analyses showed that SMM was positively associated with team effectiveness (i.e., performance satisfaction and situational awareness) and negatively related to mission complexity. Furthermore, the coordinating mechanisms of SMM and Closed Loop Communication was positively related to “Big five” team scores. However, no effects were found for the “Big five” team processes on effectiveness, which could indicate that the model needs to be adjusted for application to geographically dispersed teams. Possible implications for team training of distributed emergency response teams are discussed.

A teamwork effectiveness model for agile software development

Teamwork is crucial in software development, particularly in agile development teams which are cross-functional and where team members work intensively together to develop a cohesive software solution. Effective teamwork is not easy; prior studies indicate challenges with communication, learning, prioritization, and leadership. Nevertheless, there is much advice available for teams, from agile methods, practitioner literature, and general studies on teamwork to a growing body of empirical studies on teamwork in the specific context of agile software development. This article presents the agile teamwork effectiveness model (ATEM) for colocated agile development teams. The model is based on evidence from focus groups, case studies, and multi-vocal literature and is a revision of a general team effectiveness model. Our model of agile teamwork effectiveness is composed of shared leadership, team orientation, redundancy, adaptability, and peer feedback. Coordinating mechanisms are needed to facilitate these components. The coordinating mechanisms are shared mental models, communication, and mutual trust. We critically examine the model and discuss extensions for very small, multi-team, distributed, and safety-critical development contexts. The model is intended for researchers, team members, coaches, and leaders in the agile community.

Individual Competencies for Self-Managing Team Performance: A Systematic Literature Review

Self-managing teams are popular but they can only benefit team performance if their members are competent to navigate within self-managing systems. Based on a systematic literature search on self-managing, self-directing, and self-leading teams, we reviewed 84 studies related to KSAOs and traits in self-managing teams. Grounded on existing models of team effectiveness and individual KSAOs, we integrated all findings into one KSAO model and showed the relations of single KSAOs with team performance. The results resembled other KSAO frameworks but were more comprehensive and provided practical application and future research guidance, for example, studying team compositions of individual KSAOs.

Surgical Team Effectiveness Model: Team Awareness mediates subculture teamwork and communications

The Institute of Medicine (Kohn et al, 2000) reports that effective team function is a core principle of safe health care systems. Lemieux-Charles and McGuire (2006)’s Integrated Team Effectiveness Model (ITEM) provides a comprehensive and adaptable framework for describing healthcare team effectiveness. Here we adapt the ITEM within the microenvironment of surgical team design based on the ad hoc nature of a Standard Roles Variable Personnel construct (Andreatta, 2010). With the changing nature of personnel, we propose that team monitoring requires a degree of constant awareness to changes in membership and task prioritization throughout the course of a surgery. We propose the concept of Team Awareness, the negotiation of Standard Roles Variable Personnel at the level of the individual as a mediator between teamwork and organizational outcomes. The implications of Team Awareness are necessary for understanding how individuals balance between competing priorities in team subcultures. Describing a group-level context for surgery offers the opportunity to shift agency towards individuals' role in effectiveness. The result is a Surgical Team Effectiveness Model, an understanding of the relationships between teamwork and organizational outcomes in surgery. This model may be valuable for soliciting organizational and team member support for improving teamwork in the operating room.

Promoting high-functioning mental health treatment teams in the context of low staffing ratios.

Many previous studies of health care teamwork have taken place in clinical teams with high staffing ratios (i.e., high ratios of staff to patients). The aim of this study was to identify clinicians' viewpoints of foundational resources necessary to support good team functioning in the context of low staffing ratios. We used administrative data, validated with local mental health chiefs, to identify mental health teams that had achieved high team functioning despite low staffing ratios in U.S. Department of Veterans Affairs medical centers. Guided by a recently developed model of team effectiveness, the Team Effectiveness Pyramid, we conducted qualitative interviews with 21 team members across three teams within two medical centers. Interview questions focused on the resources needed to support good team functioning despite low staffing ratios. We used directed content analysis to analyze results. We found there were several domains of relevant resources: material, staffing, temporal, organizational, and psychological. These represent an expansion of the domains originally included in the Team Effectiveness Pyramid. Within the five domains, we identified key tensions to be addressed when forming teams, including the balances between providing care for new versus established patients, emphasizing shared caseloads within the team versus matching patients to clinicians based on individual expertise, and establishing reporting structures by clinical discipline versus team membership. Establishing high-functioning health care teams in the context of low staffing ratios requires attention to key resource domains and fundamental trade-offs in how teams are structured.

The Moderating Effect of Virtuality on Team Trust and Effectiveness

Research problem: The use of virtual teams (VTs) has been growing steadily since the late 1990s. However, there is disagreement on how the virtuality of a team impacts the relationship of trust and team effectiveness. Some studies have suggested that the operationalization of the virtuality has been simplistic, with most researchers treating virtuality as a binary state. Recently, some researchers have sought to explore more complex conceptualizations of virtuality. Research question: How do dimensions of virtuality impact the relationship between intrateam trust and team effectiveness for virtual teams? Literature review: Researchers have been studying the dynamics of VTs for more than 20 years; however, the prevailing measure of virtuality is unidimensional. Following others, we employ a multidimensional measure of virtuality to model three interactions with the relationship between intrateam trust and team effectiveness. By reviewing relevant team effectiveness, intrateam trust, and virtuality literature, we build a model of team effectiveness based on three dimensions of virtuality. Methodology: A total of 230 subjects on 73 project teams were asked to record their interactions while working on a complex case assignment, allowing us to measure the three dimensions of virtuality. Results: Findings indicate that although Distance Virtuality and Member Virtuality moderate the relationship between intrateam trust and effectiveness, Time Worked Virtually does not, supporting the proposition that virtuality is a multidimensional construct. Conclusion: Differential findings support the multidimensional conceptualization of virtuality. We discuss several implications of our findings for virtual team managers, while paying attention to recent changes in team composition resulting from shelter-in-place orders associated with the COVID-19 pandemic.

Investigating the effectiveness of institutional‐level support teams at full‐service schools in South Africa

In South Africa Education White Paper 6 introduced the establishment of Institutional‐Level Support Teams (ILST) at school level to support the learning and teaching process by identifying and addressing learner, teacher and institutional needs. The core priority of these teams is to implement properly co‐ordinated learner and teacher support services. This paper therefore explores the effectiveness of the ILSTs in providing support services at Full‐Service Schools (FSS). In this article the Rubin, Plovnick and Fry's GRPI model of team effectiveness (1977) was used to explore the effectiveness of the ILSTs in selected schools. By means of focus group interviews, data was generated from two strata, namely ILST members and district officials working directly with FSS. The study was a case study within a qualitative research design. Data was analysed using an inductive analytical framework and a group interpretive data analysis method. The results indicate some efficacy of support provision, but with numerous challenges regarding attention to the desired results, agreement on the standards and expectations, misunderstanding of the boundaries in which ILSTs operate, individual and shared responsibilities, conflict resolution, and effective methods for dealing with conflict.

Leadership behaviour, team effectiveness, technological flexibility, work engagement and performance during COVID-19 lockdown: An exploratory study

OrientationThe coronavirus disease 2019 (COVID-19) pandemic has taken the world by storm. Little is known about leadership, motivation and employee performance during pandemics and associated lockdowns.Research purposeThe current study investigated a model of leadership behaviour, team effectiveness, technological flexibility, work engagement and performance in the context of a ‘hard lockdown’ in South Africa.Motivation for the studyAs a result of the COVID-19 pandemic and the resulting lockdown, it was considered from an academic-practitioner perspective to explore leadership behaviour, team effectiveness, technological flexibility, work engagement and performance.Research approach/design and methodSpecifically, remote workers were sampled online via social media (n = 229). Structural equation modelling methods were used to analyse the data, also controlling optimism and pessimism at the item level.Main findingsThe results showed that the resources of leadership behaviour and team effectiveness had direct positive paths to work engagement and that work engagement had a positive path to two performance factors: adaptivity and proactivity. Furthermore, there were significant indirect relationship present from leadership behaviour and team effectiveness to both adaptability and proactivity through work engagement.Practical/managerial implicationsFrom the evidence it seems appropriate to recommend that organisations explore fostering the employee job resources in order to positively impact work engagement, which in turn can have beneficial performance outcomes for organisations who have employees working remotely whilst the COVID-19 regulations remain in force.Contribution/value-addThis study was unique as it sampled from employees ‘locked down’ during a pandemic and gauged their perceptions of leadership behaviour, team effectiveness, technological flexibility, work engagement and performance.

Team effectiveness model for science (TEMS): Using a mutual learning shared mindset to design, develop, and sustain science teams.

In this paper, we introduce the Team Effectiveness Model for Science (TEMS) and describe a multiphase set of interventions for forming a new team or developing an existing team. TEMS uses a shared mutual learning mindset as the model's central and guiding element. It shows how team mindset leads to behavior and to results and how this affects the characteristics of effective team functioning. TEMS addresses two related questions: What are the variables that contribute to effective teams? and How do the variables need to be designed to make their relevant contributions? Team models often answer the first question without fully answering the second. By addressing three gaps, TEMS contributes to enhancing science team effectiveness. Gap 1 is the absence of explicit core values, assumptions, and norms that serve as the foundation for developing and maintaining science team effectiveness. Gap 2 is the absence of a process for integrating the science and relationship aspects of a science team. Gap 3 is the absence of team processes and structures that are derived from the team's values, assumptions, and norms. Using TEMS to design new or intervene with existing teams focuses on shifting mindset, developing behavioral skills, and designing processes and structures congruent with the new mindset.

A New Multiteam System (MTS) Effectiveness Model

Team effectiveness models in the literature are primarily concentrated on traditional teams, with few involving the multiteam system (MTS) level of analysis in the model. Teams achieve their goals by managing both teamwork (e.g., interpersonal, effective, motivational, cognitive) and taskwork (e.g., strategy, goal setting, project management) activities. When MTSs are involved, multiple teams manage their own teamwork and taskwork activities, while leadership must be in place to coordinate these activities within and between teams in order to achieve the organization’s goal (the MTS’s goal). This research study conducted a systematic review of current team effectiveness frameworks and models. A narrative-based method for theorizing was utilized to develop a new MTS team effectiveness framework. This research contributes to the MTS literature by providing a new formula for team effectiveness at both the team level (team effectiveness formula) and the MTS level (MTS team effectiveness formula). This research aids managers, practitioners, and researchers by providing a tool that accounts for all levels and temporal processes.

Human resource strategies for organizational ambidexterity

PurposeThe purpose of this paper is to propose a comprehensive framework that delineates how human resource (HR) practices are differentially configured for exploitative and explorative innovation as well as how the sets of HR practices support these two types of innovation.Design/methodology/approachBased on the structural ambidexterity approach and a bottom-up process in the multilevel theories, this research derives the need for the differential managerial structures for exploitation and exploration at the unit level. In addition, the Input–Process–Outcome model of team effectiveness and multilevel theories are employed to discuss the internal nature (e.g. resources, work styles) of exploiting and exploring units. Finally, building on strategic HR management literature, this research configures exploitation-targeted and exploration-targeted HR systems and delves into how these differentiated HR systems generate differential inputs of human capital resources and thereby foster exploitative and explorative innovation processes.FindingsThis research proposes several factors for exploitation and exploration, including: necessary inputs (i.e. commitment, narrowness, and cohesion for exploitation vs thoughtfulness, breadth, and openness for exploration), idiosyncratic innovation processes (i.e. convergent collective cognition vs divergent collective cognition), and differentiated HR systems comprised of different forms of unit staffing (homogeneity vs heterogeneity), performance appraisal, incentives, and training and development (short-term vs long-term orientation).Originality/valueThe proposed theoretical framework contributes to an improved understanding of the psychological foundation of organizational ambidexterity and systematizing how diverse HR practices work together to elicit exploitative and explorative innovation from employees.

Transformational Leadership and Workplace Spirituality : A Structural Model of Team Effectiveness

The purpose of this research endeavor was to evaluate the effects of team transformational leadership and workplace spirituality on team effectiveness. This research sought to determine the impact of team culture, embedded in team transformational leadership