Perceived Team Performance Research Articles

Exploring Neurodiverse Collaboration Between Autistic and Non-autistic Adults in an Online Setting: A Pilot Study

Employment is an important aspect of independent adulthood, yet autistic adults typically face substantial barriers in the labor market, including high rates of un- and under-employment. To promote an inclusive workplace, the present study explored collaboration dynamics between autistic and non-autistic adults as they worked toward shared team goals in an online setting. We recruited nine dyads, including three dyads of non-autistic adults with an autistic adult (NA-AA), and six dyads of non-autistic adults (NA-NA). Our findings demonstrated that neurodiverse collaboration (autistic and non-autistic adults together) could lead to improved task efficiency at the group level and higher perceived team performance in individuals. However, in these collaborative settings, autistic adults reported higher levels of depression, anxiety, and stress compared to their non-autistic partners. Our findings demonstrate the unique contributions that autistic adults may bring into the workplace and highlight the need to develop workplace technologies supporting their collaborative experiences.

팀 성과에 대한 실패기반 학습행동, 자기성장욕구, 직무복잡성의 3차항 상호작용효과

팀 성과에 대한 실패기반 학습행동, 자기성장욕구, 직무복잡성의 3차항 상호작용효과

How knowledge sharing and emotional intelligence drive team performance

AbstractThis study examines the relationship between emotional intelligence (EI), knowledge sharing (KS) and perceived team performance. Data from 209 respondents were analysed using hierarchical multiple regression analysis. In this study, we identified interaction patterns between the management dimensions of EI, KS and perceived team performance. A direct effect of KS on perceived team performance was found, yet EI is not a necessary precondition to the relationship. We further found that it is essential to differentiate between knowledge obtaining and knowledge providing and thus acknowledge the two‐dimensionality of KS. We offer suggestions to scholars and practitioners concerned with the planning and management of KS in organisations.

Reciprocal relationships between teamwork execution, emergent states, and perceived team performance: a longitudinal study

ABSTRACT The purpose of this study was to analyze the reciprocal relationships between teamwork execution (i.e., communication, cooperation, and coordination), emergent states (i.e., group cohesion and collective efficacy), and perceived team performance among sport teams over the course of a competitive season. We also examined whether (a) emergent states mediated the relationship between teamwork execution and perceived team performance, and (b) teamwork execution mediated the relationship between emergent states and perceived team performance. We adopted a longitudinal design, taking measures of each variable near the beginning, middle, and end of teams’ seasons. Participants included 657 athletes (104 teams), aged 16–43 years (M = 23.56, SD = 5.72; 71% men), and from a range of team sports and competitive levels. Structural equation models showed teamwork execution was positively and reciprocally related to collective efficacy as well as task cohesion (but not social cohesion). Teamwork execution also predicted perceived team performance over time but a reciprocal effect was not evident. Finally, task cohesion and collective efficacy mediated the longitudinal association between teamwork execution and perceived team performance; however, teamwork execution did not mediate the relationship between those emergent states and perceived team performance. These findings provide initial evidence of longitudinal relationships between teamwork execution, two emergent states, and perceived performance. It appears particularly important that coaches and practitioners focus on developing teamwork execution from the outset of their team’s season as this appears to translate over time into greater task cohesion and collective efficacy and, in turn, team performance.

The roles of conflict management and psychological empowerment in virtual teams

PurposeThis paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.Design/methodology/approachThe authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).FindingsThe authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.Research limitations/implicationsThe interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.Practical implicationsFindings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.Social implicationsThe study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.Originality/valueThis exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.

Is coaches’ perceived team performance associated with their intentions to persist in coaching? The mediating role of coaches’ psychological needs and motivation

ABSTRACT This study examined the association between team performance perceived by coaches, coaches’ basic psychological needs, motivation, and their intentions to persist in coaching. Participants were 719 coaches (80 females, M = 33.49 years, SD = 10.27, range = 18–67) of different team sports (soccer = 514; basketball = 165; volleyball = 23; handball = 14; and hockey = 3) who completed questionnaire measures at the end of the season. Structural equation modelling adjusted for sex, coaches’ experience, age categories, and type of sport revealed that coaches’ perceptions of team performance were positively related to their need satisfaction and negatively to their need frustration. In turn, coaches’ need satisfaction was positively associated with their autonomous motivation, whereas their need frustration was positively related to controlled motivation and amotivation. Finally, coaches’ autonomous motivation was a positive predictor of their intentions to persist, and conversely, coaches’ amotivation was a negative predictor of their intentions to persist. We found a significant positive and indirect effect between team performance perceived by coaches and their intention to persist through their need satisfaction and autonomous motivation. These findings represent the first quantitative insight into how coach-perceived team performance could function as a new antecedent relevant to coaches’ motivational processes and persistence.

Cohesion and collective efficacy as antecedents and team performance as an outcome of team resilience in team sports

This research project, composed of two studies, aimed to analyse various antecedents and outcomes of team resilience. Study 1, which involved 394 sports team players ( Mage = 20.41, SD = 5.23), cross-sectionally examined the relationship between group cohesion and collective efficacy with team resilience, and the mediating effect of collective efficacy on the cohesion-team resilience relationship, using players’ perceptions assessed through questionnaires. Study 2, which involved 434 players ( Mage = 21.53, SD = 5.57) from collective sports, aimed to longitudinally corroborate the relationship between cohesion (Time 1) and collective efficacy (Time 1) with team resilience (Time 2), and to examine perceived team performance (Time 2) as a consequence of team resilience, again evaluated through questionnaires. Results showed that task cohesion, social cohesion and collective efficacy in Studies 1 and 2 were positively related to resilience characteristics. Also, task cohesion was negatively related to vulnerability under pressure in both studies. Collective efficacy was also shown to be an antecedent of vulnerability under pressure in Study 1 and a mediator of the relationship between task cohesion and resilience characteristics in both studies. Lastly, team resilience was a predictor of perceived team performance at the end of the season in Study 2. Thus, the findings provide new empirical evidence of the antecedents and outcomes of team resilience in the field of sports psychology. Coaches and practitioners should develop group cohesion and collective efficacy in training sessions and matches during the season to achieve more resilient and less vulnerable teams.

Shared Transformational Leadership for Green Architecture Engineering and Construction Project Teams: A Study of LEED Projects

Green architecture, engineering, and construction (AEC) projects are deemed more complicated compared with their traditional counterparts. They have been reported to have relatively more frequent delays and higher cost growth. The AEC literature has repeatedly highlighted the importance of leadership for sustainable design and construction and the need for team integration for optimal outcomes. However, studies exploring leadership in the context of green AEC projects are limited. Transformational leadership is a highly regarded theory that is known for its potential to effectively facilitate team integration. This empirical study tests the role of shared transformational leadership received by team members in improving team performance through team integration for green AEC project teams. We collected data from 103 individuals working in nine Leadership in Energy and Environmental Design (LEED) projects in the US. We analyzed the data using structural equation modeling (SEM). Our findings suggest that transformational leadership received by team members is positively related with perceived team performance, and this relationship is mediated through perceived team integration. The study is a pioneer in examining leadership for sustainability and mediation effects of team integration in the AEC literature. The outcomes urge for a change in green AEC project teams to think beyond project delivery systems and practices and incorporate transformational leadership across organizational and communicational tiers of project teams through team procurement, project management, and skill development and training.

Shared Leadership in Global Virtual Teams: Tasks and Processes

When teams share leadership they can draw on their members’ expertise and skills more effectively to improve team performance. But global virtual team (GVT) members work across time zones in highly challenging multilingual and multicultural settings. In this study we examine whether shared leadership will lead to better team outcomes in GVTs. We differentiate between shared leadership tasks and shared leadership processes and examine the relationships between these and GVT satisfaction, performance and output. Using a sample of 55 global virtual teams with members from 28 countries, we find that the task component of shared leadership tasks is related to team satisfaction, and the process component of shared leadership is significantly related to team satisfaction and perceived team performance. Additionally, the extent to which a team shares leadership processes is significantly related to externally evaluated team outcomes, suggesting a need to take a closer look shared leadership from a process perspective. Implications for theory and practice are addressed.

Leadership Efficacy in Youth Football: Athletes’ and Coaches’ Perspectives

According to the Leadership Efficacy Model, leadership efficacy depends on leaders’ tendency to make linear relationships between leadership philosophy, practice, and criteria (i.e., congruence of leadership cycles). Moreover, efficacy increases if coaches make these linear relationships by using the optimal leadership profile and by considering the antecedent factors of leadership (characteristics of the leader, team members, and organizational conditions; i.e., favorability of conditions for leadership). This study compared the perceptions of athletes and their coaches regarding leadership cycles, and tested the moderator role of optimal leadership profile and leadership favorability in the relationship between leadership cycles and leadership efficacy. This study included 92 football athletes (ages less than 17 and 19 years) and respective coaches (n = 5). The evaluation protocol included measures of leadership cycles, leadership styles, leadership favorability, and sport performance perception. Athletes and coaches agreed on coaches’ need to increase their practice and criteria, but athletes also considered that coaches should better clarify their philosophy. Regression analyses confirmed that leadership congruency predicts higher perceptions of team performance in athletes. Moreover, optimal leadership profile and higher leadership favorability were associated with higher team and individual performance. However, these two factors did not moderate the relationship between leadership congruency and efficacy.

Something Old or Something New?

Abstract. In 2020, the COVID-19 pandemic forced organizations to adjust co-located teams to virtual teams instantly. The applicability of known success factors for virtual teamwork to this situation is uncertain. Therefore, this study addresses the following research question: what factors relate to successful team adjustment to the new virtual work context? We hypothesize that perceived team success is influenced by individual and team factors and that these effects of team-related factors on perceived team success are moderated by team processes and team-/task-technology fit. A time-lagged online study was conducted at two timepoints during the initial lockdown in Germany with N = 110 employees working in teams. We found trust, task-technology fit, and communication to be significantly associated with perceived team performance. The results suggest that the instant adjustment might have led to a new phase related to team cycle episodes. We propose guidelines to prepare teams for future instant adjustments.

The relationships between perceived team psychological safety, transactive memory system, team learning behavior and team performance among individual team members

PurposeThis study aimed to investigate the relationships between individual team member's perception of team psychological safety (TPS), individual team member's perception of transactive memory system (TMS), individual team member's perception of team learning behavior (TLB) and individual team member's perception of team performance (TP).Design/methodology/approachThis cross-sectional study used a paper-based questionnaire that was distributed to 500 employees in travel-related industries and responses were received from 467 employees. Finally, 394 surveys were used after excluding insincere responses. Using SPSS & AMOS version 25.0, factor analysis, correlation, path analysis and mediation analysis were performed.FindingsThe findings reveal that there is a significant association between TPS, TMS, TLB and TP, except for the specialization subdimension of TMS and reflective communication and knowledge codification subdimensions of TLB. There was no mediation role of TLB; however, credibility and task coordination subdimensions of TMS showed partial mediating effects between TPS and TP.Originality/valueThis study offers suggestions for management, emphasizing the importance of TPS. Recent and rapid organizational changes have dramatically increased employees' job insecurity, which can affect their psychological safety. Therefore, organizations should actively support employees to feel psychologically stable to improve performance by utilizing TMS and TLB among individual team members.

In Situ Simulation to Promote Residents as Resuscitation Leaders.

Objectives Our study sought to assess whether perceptions of residents as resuscitation team leaders could be improved by using emergency department (ED) in situ simulations involving ED staff. Secondarily, we monitored changes indicated in overall resuscitation team dynamics.MethodsWe conducted a prospective experimental study over the 2018-2019 academic year. Data were collected at a community-based ED with an emergency medicine residency program. Prior to starting the education, all ED staff including residents, attending physicians nurses and techs completed a survey of their perceptions of team performance and leadership during medical resuscitations. Throughout the year, residents and ED staff members were exposed to various in situ simulation scenarios. A follow-up survey was administered to reassess resident and ED staff perceptions of team dynamics and, specifically, residents as patient care team leaders. A relational coordination survey analysis was performed, dichotomized by professional domain.ResultsA total of 20 participants completed surveys before and after the in situ simulations, covering the professional domains with matched pre-simulation and post-simulation data showing significant improvement in communication and team dynamics for residents (p = 0.029) and other ED staff in medical resuscitations. Using residents as the team leaders for the simulation improved perceived leadership during resuscitation (p = 0.006).ConclusionsOur study suggests that in situ simulation within the ED leads to improved team dynamics and defined roles while emphasizing the resident as a resuscitation leader.

Does a Competent Member Always Obtain Good Results? The Social Identity Perspective

This study aims to examine whether competent members produce good performance from the social identity theory perspective. Specifically, it investigates the moderating effect of perceived team performance and group cohesiveness in the competency–performance relationship. Data from 427 employees with multi-source at a manufacturing company were used for a hierarchical regression analysis. The results show that competency has a positive effect on the individual performance, and competent individuals with a highly perceived team performance tend to demonstrate better performance. Unlike the results of the perceived team performance, group cohesiveness has a negative interactive effect with competency regarding performance.

Scale development and validation of shared mental models of information and communication technology (ICT SMM)

PurposeVirtual teams are on the rise and many companies are implementing them to compete for the most talented experts. However, the use of information and communication technology (ICT), on which virtual teams depend, often ends in communication chaos. Research has shown that shared mental models (SMM), which are knowledge structures on team level, enhance team communication. In teams, which use ICTs, shared mental models of ICTs (ICT SMM) seem to be important. However, few studies that investigated ICT SMM have used different measurements that restrict their generalization. The purpose of this study is to define ICT SMM as well as develop and validate an ICT SMM scale.Design/methodology/approachThis study used a cross-sectional questionnaire in two different samples (N1 = 117 students and N2 = 165 employees).FindingsThe results of item and factor analyses indicated that ICT SMM contain at least two facets, ICT functionalities and task-specific ICT use and are distinct from teamwork, taskwork and temporal SMM. The ICT SMM scale reached good validity and reliability. On an individual level, ICT SMM were positively associated with perceived team performance and coordination and negatively with ineffective communication, workload and frustration.Research limitations/implicationsFuture research using teams as sample to validate the ICT SMM scale seems to be promising.Originality/valueTo the best of authors’ knowledge, this is the first study that developed and validated a rating scale to measure SMM of ICT in different samples.

Multidisciplinary Simulation-Based Team Training: Knowledge Acquisition and Shifting Perception

BackgroundA multidisciplinary simulation-based team training workshop was implemented to improve the knowledge and application of crisis resource management (CRM) principles in the pediatric cardiac intensive care unit. MethodsThe workshop consisted of two scenarios followed by structured debriefing. The participants were asked to complete a survey, before and three months after the workshop, evaluating the knowledge base of CRM principles and perception of team dynamics. ResultsThe initial survey was completed by 144 participants; the follow-up was completed by 72 participants. There was a significant knowledge gap before the workshop, particularly in the areas of closed-loop communication and key principles for effective communication, which improved after the workshop. There was improvement in the perception of team performance three months after the workshop. ConclusionsThis study shows that a multidisciplinary simulation-based team training in the pediatric cardiac intensive care unit improves knowledge of CRM principles in addition to improved perception of effective teamwork.

An Interprofessional Team Performance Training Program for the Care of Vulnerable Patients in the Ambulatory Setting

Abstract Health professions trainees often want to care for vulnerable populations, but their good intentions can be tested by patients’ complex medical, psychological, and social needs. Well-functioning care teams can respond to these challenges through communication, coordination and supportive relationships, but this requires teams to train together. In this paper, we describe a year-long ambulatory curriculum that trains post-graduate primary care and mental health trainees in key aspects of teamwork and relationship-centered care as they care for patients with complex biopsychosocial problems. The curriculum was developed and implemented with two cohorts of trainees from primary care, mental health and pharmacy disciplines (n =31) that were immersed in an interprofessional team caring for homeless Veterans in a patient-centered medical home (PCMH). Our curriculum is relevant for any clinical site seeking to improve team-based care for patients with complex conditions. It is grounded in an evidence-derived team performance framework that addresses three key aspects of well-performing teams: meeting practices (standardizing time and processes for collaborative care using checklists), taskwork (understanding team members' roles and responsibilities, and how to improve care), and teamwork (building humanistic relationships with patients and team members, and communicating respectfully). The curriculum is experiential and requires trainees to work on an existing patient care team and participate in team-based care processes (e.g. huddles, team meetings, panel management). We address stakeholder engagement, faculty and team development, culture building and logistics. Using two previously validated instruments to assess trainee perceptions of team performance and personal burnout at 6 and 12 months, we found that the program led to improvements in trainees’ perspectives of team performance, their relationship skills, and the effectiveness of their meeting practices, while also avoiding burnout. Key factors contributing to the success of the program are co-locating the professions, faculty role-modeling of team practice and communication behaviors, promotion of a relationship-centered culture, regularly scheduled workplace learning activities and planned IP learning sessions that support team-based practice.

How does the Leader’s Centrality affect Team Performance Assessment? Testing the Role of Leader’s Satisfaction

The study aims to test how the association between leader's centrality (outdegree and betweenness) in the group network, considering both workflow and friendship ties between leader and members, and the perception of team performance is mediated by the leader's satisfaction with the team. The research included a total of 74 formal leaders of organizational teams from several organizations. Total, direct and indirect effects were calculated through the estimation of an OLS regression-based mediation model, controlling for team size. Results revealed that only leader's outdegree and betweenness centrality in the team friendship network positively predicted the leader's perception of team performance. In contrast to the predictions, a significant negative indirect effect of outdegree centrality of the leader within the team workflow network on the evaluation of group performance through leader's satisfaction was observed. Also, both leader´s outdegree and betweenness centrality levels in the friendship network were shown to have a positive effect on leader's assessment of team performance through leader's satisfaction with the team. Overall, findings point to the negative effects of leader's centrality in the workflow team network and the positive effects of leader's centrality in the friendship team network on his/her attitudes toward the team. The effects of the more or less central position of the leader within each of the group networks are discussed.

The Effect of Conflict and Knowledge Sharing on the Information Technology Project Team Performance

The existent literature lacks papers that explored the proposed model, which examines how process, relationship, and task conflict impacts knowledge sharing and the subsequently perceived team performance in the information technology (IT) development process. The proposed research model adds knowledge sharing to prior studies that explored how the types of conflict impacted team performance. The hypotheses were tested using a field survey, which was distributed to IT project team members. While team members who experience task conflicts tend to share more knowledge and perform better, members who experience more process or relationship conflicts are less likely to share knowledge, and the team performance is also impacted. The results offer insights to explain how the different types of conflict can affect knowledge sharing and subsequently group processes within IT project teams and, ultimately, improve or degrade performance.

팀 성과에 대한 직무 자율성의 다수준 효과

직무 자율성에 대한 많은 선행연구들이 주로 개인수준에서 조직성과에 긍정적으로 기여할 수 있는 종업원의 직무태도와 행동을 어떻게 이끌어 낼 것인가에 대한 관심으로 진행되어, 조직 내에서의 직무자율성의 다양한 효과에 대한 심도 깊은 이해는 제한적이었다. 이러한 기존연구의 한계점에 착안하여, 본 연구에서는 개인수준의 직무자율성이 팀 성과에 미치는 영향을 검증하고, 이들 관계를 보다 잘 이해할 수 있는 집단맥락(상황)적 요소를 추가하여 다 수준 접근을 실시하였다. 직무의 자율성인식 수준을 결정하는 주체는 개인이지만, 개인은 동시에 집단의 일원임으로 보다 상위 수준인 집단의 특성에 영향을 주고받는 것은 자명한 사실이다. 따라서 본 연구에서는 직무자율성과 인지된 팀 성과와의 관계에서 팀의 집단자율성 수준과 팀원 간 심리적 안정성 수준의 분화정도를 조절변수로 설정하고 이를 검증하였다. 국내 제조 및 서비스 기업에 종사하는 총 42개 작업집단의 176명의 종업원으로부터 설문데이터를 수집하여 위계적 선형모형(HLM: Hierarchical Linear Modeling)을 이용한 다 수준 분석을 실시하였다. 분석결과 개인수준의 직무자율성은 팀 성과에 긍정적인 유의한 영향을 미쳤다. 또한 집단자율성분위기는 높을수록, 집단 심리적 안정성의 분화정도는 낮을수록, 개인의 직무자율성이 팀 성과에 이르는 과정을 긍정적으로 확대하는 것으로 나타났다. 본 연구는 직무자율성의 효과에 대한 다 수준접근을 통해 기존연구의 결과를 확장하였으며, 개인의 직무자율성이 팀 성과에 이르는 과정에서 집단자율성분위기와 팀원 간 심리적 안정성의 분화정도가 중요한 맥락(상황)적 요소로 작용함을 입증함으로, 조직 내 직무자율성의 효과를 이해하는데 유용한 이론적, 실무적 시사점을 제공하였다.