Model Of Team Effectiveness Research Articles

Team tenure and team performance: A meta‐analysis and process model

AbstractTeam tenure is a key component of models of team effectiveness. However, the nature of the relationship between team tenure and team performance is unclear due to underdeveloped theory on the nature of team tenure, various unintegrated theoretical conceptualizations of team tenure, and mixed empirical findings. Further, there is a lack of theory as to the intervening team processes and emergent states that account for the “black box” of the team tenure–team performance relationship. Accordingly, we conducted meta‐analyses of the relationships of team tenure with team processes and performance. Our results, based on 622 effect sizes reported in 169 studies, show that team tenure, conceptualized as additive team tenure, collective team tenure, and team tenure dispersion, is positively related to team performance. Relative weights analysis found additive team tenure to be a relatively more important predictor of team performance than collective team tenure or team tenure dispersion. We found that team cognition, motivational‐affective states, and behavioral processes mediate the relationships of additive team tenure, collective team tenure, and team tenure dispersion with team performance, respectively. We discuss the implications of these findings for research and practice.

Professional Commitment and Team Effectiveness: A Moderated Mediation Investigation of Cognitive Diversity and Task Conflict

This study investigates a moderated mediation model of professional commitment and team effectiveness through cognitive diversity moderated by task conflict. Data were collected from 70 UK healthcare teams and their leaders using two questionnaires. We find that teams comprised of members who have, on average, high professional commitment are more effective than teams of members who are less committed and that this path is mediated by cognitive diversity and contingent on task conflict. Team composed of members who are strongly committed to their profession may be more effective consequent to their advocacy of different perspectives and expertise, reflecting cognitive diversity. However, this positive effect of professional commitment is not universal but contingent on the level of disagreement between members on task-related issues. This is one of the first studies to demonstrate that professional commitment can increase team effectiveness and does so through a complex contingent path. While few studies have investigated professional commitment, our results suggest that such commitment can be of great value to multidisciplinary teams.

Team dynamics within quality improvement teams: a scoping review.

This scoping review examines what is known about the processes of quality improvement (QI) teams, particularly related to how teams impact outcomes. The aim is to provide research-informed guidance for QI leaders and to inform future research questions. Databases searched included: MedLINE, EMBASE, CINAHL, Web of Science and SCOPUS. Eligible publications were written in English, published between 1999 and 2016. Articles were included in the review if they examined processes of the QI team, were related to healthcare QI and were primary research studies. Studies were excluded if they had insufficient detail regarding QI team processes. Descriptive detail extracted included: authors, geographical region and health sector. The Integrated (Health Care) Team Effectiveness Model was used to synthesize findings of studies along domains of team effectiveness: task design, team process, psychosocial traits and organizational context. Over two stages of searching, 4813 citations were reviewed. Of those, 48 full-text articles are included in the synthesis. This review demonstrates that QI teams are not immune from dysfunction. Further, a dysfunctional QI team is not likely to influence practice. However, a functional QI team alone is unlikely to create change. A positive QI team dynamic may be a necessary but insufficient condition for implementing QI strategies. Areas for further research include: interactions between QI teams and clinical microsystems, understanding the role of interprofessional representation on QI teams and exploring interactions between QI team task, composition and process.

Exploring team working in dentistry using a ‘process’ model of team effectiveness

This article explores team working in the context of dentistry in the UK. It uses an input-process-output model of team effectiveness as a framework to analyse the key issues and determine a possible way forward. The article outlines possible barriers to effective team working revealed by the application of this model. It is argued that collaborative working is important and may be facilitated by shared leadership. It discusses the implications of this and how this may be developed.

Analysing teamwork in higher education: an empirical study on the antecedents and consequences of team cohesiveness

ABSTRACTOne of the most important components of effective teamwork is cohesiveness. However, few empirical studies on the antecedents and consequences of group cohesiveness exist. In response to this gap, the current study draws on the Input-Process-Output model of team effectiveness to investigate the impact of individual and task factors on team cohesiveness, as well as the influence of team cohesiveness on students’ perceived learning, satisfaction with teamwork, and expected quality of the outcome. Based on a survey of 160 undergraduate students who worked in groups, the findings show that individual factors (cooperativeness and collaborative behaviour) have a positive influence on team cohesiveness, while task factors (workload and task complexity) have a negative influence on it. According to the results obtained, the highest effect of cohesiveness is on satisfaction with teamwork. Finally, both perceived learning and expected quality predict satisfaction with teamwork.

Measuring Team Effectiveness in the Health Care Setting: An Inventory of Survey Tools.

Background:Guidance for measuring team effectiveness in dynamic clinical settings is necessary; however, there are no consensus strategies to help health care organizations achieve optimal teamwork. This systematic review aims to identify validated survey instruments of team effectiveness by clinical settings.Methods:PubMed, MEDLINE, and ISI Web of Knowledge were searched for team effectiveness surveys deployed from 1990 to 2016. Validity and reliability were evaluated using 4 psychometric properties: interrater agreement, internal consistency, content validity, and structural integrity. Two conceptual frameworks, the Donabedian model and the Command Team Effectiveness model, assess conceptual dimensions most measured in each health care setting.Results:The 22 articles focused on surgical, primary care, and other health care settings. Few instruments report the required psychometric properties or feature non-self-reported outcomes. The major conceptual dimensions measured in the survey instruments differed across settings. Team cohesion and overall perceived team effectiveness can be found in all the team effectiveness measurement tools regardless of the health care setting. We found that surgical settings have distinctive conditions for measuring team effectiveness relative to primary or ambulatory care.Discussion:Further development of setting-specific team effectiveness measurement tools can help further enhance continuous quality improvements and clinical outcomes in the future.

Associated and Mediating Variables Related to Job Satisfaction among Professionals from Mental Health Teams.

Using a structural analysis, this study examines the relationship between job satisfaction among 315 mental health professionals from the province of Quebec (Canada) and a wide range of variables related to provider characteristics, team characteristics, processes, and emergent states, and organizational culture. We used the Job Satisfaction Survey to assess job satisfaction. Our conceptual framework integrated numerous independent variables adapted from the input-mediator-output-input (IMOI) model and the Integrated Team Effectiveness Model (ITEM). The structural equation model predicted 47% of the variance of job satisfaction. Job satisfaction was associated with eight variables: strong team support, participation in the decision-making process, closer collaboration, fewer conflicts among team members, modest knowledge production (team processes), firm affective commitment, multifocal identification (emergent states) and belonging to the nursing profession (provider characteristics). Team climate had an impact on six job satisfaction variables (team support, knowledge production, conflicts, affective commitment, collaboration, and multifocal identification). Results show that team processes and emergent states were mediators between job satisfaction and team climate. To increase job satisfaction among professionals, health managers need to pursue strategies that foster a positive climate within mental health teams.

Games at work: Examining a model of team effectiveness in an interdependent gaming task

Overall, this study emphasizes the importance of multi-level thinking and the potential influence of gamification in team tasks. The current study explores the relationships between contextualized intrinsic motivation, communication skills, collective efficacy, and satisfaction in an immersive, computer game context. Moreover, satisfaction was examined with both self- and team-referents to investigate whether self- and team-concepts are affected differently within an interdependent task. Collective efficacy was also assessed as a cross-level moderator on the relationships between individual-level inputs and outcomes. The results emphasize the importance of distinguishing between individual- and team-level referents. Team member satisfaction and group task satisfaction had different significant predictors, though there was some overlap. Results suggest individual's game motivation positively predicts group task satisfaction, but not individual satisfaction. Individuals' communication skills and collective efficacy both had positive direct effects on both individual and group task satisfaction. In terms of cross-level interactions, however, the only significant interaction was between communication skills and collective efficacy in predicting individual satisfaction.

The Role of Time in Virtual Teams: Development and a Meta-Analytic Test of a Temporal Model

This study develops and meta-analytically tests a temporal model of virtual team effectiveness. Analyses include 165 independent effect sizes. Results reveal that: (1) virtuality exerts a negative ...

Управление на виртуални екипи – теория и методология

This paper studies the types of management teams and identifies the essential characteristics of organizational models applied in management practice: work group – team – self-managed work team and virtual team. The focus is put on virtual teams. The key prerequisites, regularities and processes associated with the design and functioning of highly effective virtual teams are analyzed. The indicators of team effectiveness are specified and the factors influencing immediate results are analyzed. The multilateral relationships in the integrative models most cited in the last 20 years are explored not only at the input, but in the process of interaction, as well as the ways to achieve balance and good teamwork between team members. The aim is to find a common theoretical and methodological basis that brings together the fundamental models of virtual team effectiveness.

The impact of 12-hour shifts on team effectiveness

This article aims to illustrate the potential impact of 12-hour shifts on teamworking by focusing on the restrictions such shifts create in developing effective and engaging team communication processes. It does this through presenting research on work with multiprofessional mental health teams, both communityand ward-based. It is proposed that 12-hour shifts can contribute to teams being ‘pseudo’ teams rather than ‘real teams’, and draws on the input–process–output model of team effectiveness to illustrate the points made. The premise of the paper is that team shift patterns (as an input) mediate the extent to which teams can participate in effective and engaging communication processes, which, in turn, impacts on the outputs of team effectiveness, including outcomes for patients, such as quality of care, and outcomes for staff, such as staff wellbeing.

Effectiveness of Teamwork in an Integrated Care Setting for Patients with COPD: Development and Testing of a Self-Evaluation Instrument for Interprofessional Teams.

Introduction: Teamwork between healthcare providers is conditional for the delivery of integrated care. This study aimed to assess the usefulness of the conceptual framework Integrated Team Effectiveness Model for developing and testing of the Integrated Team Effectiveness Instrument.Theory and methods: Focus groups with healthcare providers in an integrated care setting for people with chronic obstructive pulmonary disease (COPD) were conducted to examine the recognisability of the conceptual framework and to explore critical success factors for collaborative COPD practice out of this framework. The resulting items were transposed into a pilot instrument. This was reviewed by expert opinion and completed 153 times by healthcare providers. The underlying structure and internal consistency of the instrument were verified by factor analysis and Cronbach’s alpha.Results: The conceptual framework turned out to be comprehensible for discussing teamwork effectiveness. The pilot instrument measures 25 relevant aspects of teamwork in integrated COPD care. Factor analysis suggested three reliable components: teamwork effectiveness, team processes and team psychosocial traits (Cronbach’s alpha between 0.76 and 0.81).Conclusions and discussion: The conceptual framework Integrated Team Effectiveness Model is relevant in developing a practical full-spectrum instrument to facilitate discussing teamwork effectiveness. The Integrated Team Effectiveness Instrument provides a well-founded basis to self-evaluate teamwork effectiveness in integrated COPD care by healthcare providers. Recommendations are provided for the improvement of the instrument.

The impact of 12-hour shifts on team effectiveness

This paper aims to illustrate the potential impact of 12-hour shifts on teamworking by focusing on the restrictions such shifts create in developing effective and engaging team communication processes. It does this through presenting research on work with multiprofessional mental health teams, both community- and ward-based. It is proposed that 12-hour shifts can contribute to teams being ‘pseudo’ teams rather than ‘real teams’, and draws on the input–process–output model of team effectiveness to illustrate the points made. The premise of the paper is that team shift patterns (as an input) mediate the extent to which teams can participate in effective and engaging communication processes, which, in turn, impacts on the outputs of team effectiveness, including outcomes for patients, such as quality of care, and outcomes for staff, such as staff wellbeing.

Healthcare professionals’ evaluation of interprofessional teamwork and job satisfaction / Evaluation der Teamarbeit und der Arbeitszufriedenheit von Gesundheitsfachberufen

Abstract Interprofessional teamwork among healthcare professionals in healthcare organizations is a key factor for both their job satisfaction and patients’ effective and efficient treatment. One precondition for successful interprofessional teamwork is a shared mental model (a common cognitive frame of reference and knowledge) of working together as a team. However, there often exist subcultures, and each of these has its own mental model of teamwork. Hence, it can be assumed that different healthcare professional groups do not share the evaluation of their interprofessional teamwork and job satisfaction (Hypothesis 1). Additionally, based on the input-process-output model of team effectiveness, it can be expected that interprofessional teamwork determines job satisfaction (Hypothesis 2). These hypotheses were tested in a survey of 272 employees in 15 rehabilitation clinics in Germany. Results showed that healthcare professionals’ evaluation of their interprofessional teamwork (F(3, 203) = 9.118, p < 0.001, η2 = 0.119) as well as their job satisfaction (F(3, 210) = 3.357, p = 0.02, η2 = 0.046) differed significantly. Physicians reported the highest level of interprofessional teamwork and job satisfaction compared with other groups. Perceptions of interprofessional teamwork explain approximately 20% of the variance in job satisfaction. Thus, both hypotheses were confirmed. Interprofessional interventions in education and practice are recommended to establish a shared mental model, which could improve teamwork and subsequently job satisfaction.

Improving medical leadership and teamwork: an iterative process

Purpose– This paper aims to present a two-decade effort to improve team functioning and patient outcomes in inpatient stroke rehabilitation settings.Design/methodology/approach– The principal improvement effort was conducted over a nine-year period in 50 Veterans Administration Hospitals in the USA. A comprehensive team-based model was developed and tested in a series of empirical studies. A leadership development intervention was used to improve team functioning, and a follow-up cluster-randomized trial documented patient outcome improvements associated with the leadership training.Findings– Iterative team and leadership improvements are presented in summary form, and a set of practice-proven development observations are derived from the results. Details are also provided on the leadership training intervention that improved teamwork processes and resulted in improvements in patient outcomes that could be linked to the intervention itself.Research limitations/implications– The practice-proven development observations are connected to leadership development theory and applied in the form of suggestions to improve leadership development and teamwork in a broad array of medical treatment settings.Practical implications– This paper includes suggestions for leadership improvement in medical treatment settings using interdisciplinary teams to meet the customized needs of the patient populations they serve.Originality/value– The success of the team effectiveness model and the team-functioning domains provides a framework and best practice for other health care organizations seeking to improve teamwork effectiveness.

Analyzing the Interprofessional Working of a Home-Based Primary Care Team.

Increasingly, interprofessional teams are responsible for providing integrated health care services. Effective teams, however, are not the result of chance but require careful planning and ongoing attention to team processes. Based on a case study involving interviews, participant observation, and a survey, we identified key attributes for effective interprofessional working (IPW) within a home-based primary care (HBPC) setting. Recognizing the importance of a theoretical model that reflects the multidimensional nature of team effectiveness research, we employed the integrated team effectiveness model to analyze our findings. The results indicated that a shared vision, common goals, respect, and trust among team members – as well as processes for ongoing communication, effective leadership, and mechanisms for conflict resolution – are vital in the development of a high-functioning IPW team. The ambiguity and uncertainty surrounding the context of service provision (clients' homes), as well the negotiation of external relationships in the HBPC field, require further investigation.

Factors Contributing to Research Team Effectiveness: Testing a Model of Team Effectiveness in an Academic Setting

Following the classic systems model of inputs, processes, and outputs, this study examined the influence of three input factors, team climate, work overload, and team leadership, on research project team effectiveness as measured by publication productivity, team member satisfaction, and job frustration. This study also examined the mediating effect of a process factor, team commitment. The sample comprised 292 faculty members of four research universities in Malaysia. The respondents were asked to consider one research project in which they were involved either as a project leader or team member when completing the questionnaire. The results of the study demonstrated that there were direct relationships only between work overload and job frustration and between team leadership and team member satisfaction. Team commitment had a full or partial mediation effect on the relationships between team climate, work overload, and team leadership and research project team effectiveness. These findings suggest that different input factors influence different aspects of team effectiveness and that team climate is a key input factor that influences team effectiveness through team commitment as a process factor in an academic setting. The results of this study provide a potentially useful framework following the classical systems model of input-process-output for the establishment of effective research project teams in an academic setting.

Transformation through tension: The moderating impact of negative affect on transformational leadership in teams

Transformational leadership has consistently been argued to enhance diverse team outcomes, yet related research has generated ambiguous findings. We suggest that effectiveness is enhanced in interprofessional teams when transformational leaders engender dynamics that are characterized by interprofessional motivation and openness to diversity. Drawing on the mood-as-information perspective, we argue that negative affective tone moderates the impact of these mediators on team effectiveness. Further, we suggest that this moderating role is such that conditions of high negative affect enhance the mediating role of interprofessional motivation, while low negative affect strengthens the mediating role of openness to diversity. In order to investigate these divergent effects, the current study develops a model of leadership and interprofessional team effectiveness through two pathways reflecting the parallel mediating effects of interprofessional motivation and openness to diversity, and a moderating role for negative affect. Findings from a survey-based study of 75 healthcare teams support the utility of this model.

"Leader Values, Followers’ Information Sharing, and Team Effectiveness: Advancing Lean Team Cultures"

When work teams fail to sustain lean management methods, people frequently blame the “organizational culture.” Empirical tests of lean cultural content are nevertheless scarce. This study examined a lean team effectiveness model, comprising of relevant parts of Schwartz’s work-value theory as well as Ilgen, Hollenbeck, Johnson, and Jundt’s (2005) IMOI model. Two work value clusters of lean team leaders and their followers’ information sharing behavior are hypothesized to explain lean team effectiveness. Based on valid survey scales, we surveyed team leaders and members (N = 429) and tested the hypotheses with the aggregated dataset; this comprised of 25 lean teams involved in commercial and public services and in manufacturing. We were able to remove considerable common source-bias. As expected, 1) lean team effectiveness was significantly linked to high scores on leader self-transcendence values and low scores on leader conservation values; 2) followers in effective lean teams were significantly more engaged in information sharing than those in the less effective teams; and 3) a partial mediation effect of follower information sharing (and thus followers’ “power of words”) was established between leaders’ self-transcendence values and lean team effectiveness. Practical recommendations pertaining to value-based selection of lean team leaders, and their presumed role-modeling of information sharing are given; their teams clearly thrive if their members are enabled to share information. In order to further uncover the precise content of (effective) lean team cultures, and how that may differ from similar non-lean teams, more comparative lean team effectiveness research is proposed.

Abusive Supervision Climate: A Multiple-Mediation Model of its Impact on Group Outcomes

In this paper, we introduce the construct of abusive supervision climate, the collective perceptions employees hold regarding abusive supervision in their work unit. We thereby extend research on abusive supervision to the team level, which allows us to explore its relationship with outcomes not addressed by individual-level theories of abuse. First, we explain the emergence of abusive supervision climate through the lens of social information processing theory. Then, drawing on team process and effectiveness models, we develop a multiple-mediation model that identifies two distinct mechanisms by which abusive supervision climate impacts group-level outcomes: social identity and collective efficacy. Results demonstrate that abusive supervision climate influences social- and task-related group outcomes through these two mediation processes.