Predict Team Performance Research Articles

The mediating effect of team trust on shared leadership and team performance

PurposeAs team members temporarily assume the role of leader, a system of shared leadership emerges. This study had three purposes: (a) to test the underlying three dimensions of shared leadership behaviors, (b) to examine the relationship between shared leadership behaviors and team performance, and (c) to examine the mediating effect of trust between team members’ perceptions of shared leadership and performance.Design/methodology/approachWe used the sub-dimensions of shared leadership: relation-oriented shared leadership (ROSL), task-oriented shared leadership (TOSL), and creativity-oriented shared leadership (COSL). We collected survey data from college student teams at two different time points.FindingsThis study’s factor analysis results supported a second-order factor model that explains shared leadership with TOSL, ROSL, and a new COSL construct. Additionally, we discovered that shared leadership behaviors predicted team performance both directly and indirectly through team trust.Originality/valueThis study confirms the role of the new sub-dimension of COSL originally discovered by video analysis of project teams (Leight et al., 2018), thereby adding value to shared leadership research. This quantitative study supports the COSL with TOSL and ROSL in a second-order model where each component contributes unique input into the team dynamics. Our findings underscore the significance of shared leadership in elevating team trust, ultimately resulting in improved team performance. This insight holds particular relevance for educational management and leadership, offering a framework for understanding how shared leadership practices can positively influence team dynamics within academic contexts.

Self- and observer ratings of team reflection: A mixed methods approach

The extent to which self- and observer ratings of team reflection are related and whether the different data sources can explain incremental variance in team performance improvement has not yet been examined. We therefore studied teams working on a hidden profile task. Team reflection was measured using self-reports and audio data. Self- and observer ratings did not correlate with each other but simultaneously predicted team performance improvement. In contrast to self-ratings, observer-rated quality positively predicted performance improvement independent of controlling for observer-rated quantity. Conclusively, both data sources appear to be diagnostically valuable and should be considered when examining team reflection.

No Pain, No Gain—Giving Real-Time Emotional Feedback in a Virtual Mirror Improves Collaboration in Virtual Teamwork

This study investigates the impact of real-time emotional feedback on the quality of teamwork conducted over videoconferencing. We developed a framework that provides real-time feedback through a virtual mirror based on facial and voice emotion recognition. In an experiment with 28 teams (84 participants), teams collaborated over Zoom (version 5.16.6) to set up a virtual Mars station using custom simulation software (Mars Star City, version 4.0). Participants were divided into 14 experimental teams, which were shown the virtual mirror, and 14 control teams without it. Team performance was measured by the improvement in the Mars simulation output quality. Our analysis using correlation, multi-level regression, and machine learning revealed that fewer interruptions but an increasing number over time correlated with higher performance. Higher vocal arousal and happiness also enhanced performance. We confirmed that female presence in teams boosts performance. SHAP values indicated that high variability in happiness, head movement, and positive facial valence—an “emotional rollercoaster”—positively predicted team performance. The experimental group outperformed the control group, suggesting that virtual mirroring improves virtual teamwork and that interrupting each other more while speaking less, leads to better results.

Peer effects on passion levels, passion trajectories, and outcomes for individuals and teams

We consider the influence of inter- and intra-individual team dynamics on entrepreneurial passion change and the relevance of passion change to important outcomes. Drawing on person-environment fit theory, we hypothesize first, that in newly formed teams, the entrepreneurial passion levels of individuals are impacted by their peers' passion (the average passion of their teammates). Second, we expect that individuals' trajectories of passion change are influenced by their perception of fit with the team. Third, passion levels and trajectories are expected to impact entrepreneurial outcomes for both individuals and teams. To examine these temporal dynamics, our hypotheses are tested with data from an accelerator program involving 343 team members nested in 79 newly formed teams. The findings reveal that in new teams, individuals' passion for inventing, founding, and developing are positively (negatively) influenced when teammates have higher (lower) passion for these roles and the association between individual's passion and peers' aggregated passion becomes stronger over time. Over time, positive passion trajectories emerge when an individual perceives higher fit with their team, and entrepreneurial intent is predicted by both (a) end-state levels of individual passion and (b) passion trajectories for inventing and founding (but not developing). Finally, we find that team passion trajectories predict team performance. Implications of these multi-level findings are discussed.

Proactive verbal behavior in team meetings: effects of supportive and critical responses on satisfaction and performance

Proactivity has rarely been considered as a subject of investigation in social settings, such as team meetings. In this study, we investigate proactive behavior during meetings and examine how reactions to proactive behavior impact work-related outcomes. Drawing on meeting science and the wise proactivity framework, we hypothesized that supportive and critical patterns would emerge in response to proactive behavior. We also tested whether these patterns influenced team meeting satisfaction and team performance. We video recorded team meetings involving 252 participants in 43 teams and conducted micro-interaction coding of verbal behavior. Lag sequential analyses revealed that proactive verbal behavior followed by supportive responses occurred above chance. Team-level regression analyses showed that these patterns predicted meeting satisfaction and team performance. Notably, proactive-support patterns indirectly predicted team performance through increased meeting satisfaction. We discuss the theoretical and practical implications of proactive verbal behavior in teams and supportive reactions as antecedents to positive outcomes.

What can we learn from COVID-19?: examining the resilience of primary care teams.

The COVID-19 pandemic continues to place an unprecedented strain on the US healthcare system, and primary care is no exception. Primary care services have shifted toward a team-based approach for delivering care in the last decade. COVID-19 placed extraordinary stress on primary care teams at the forefront of the pandemic response efforts. The current work applies the science of effective teams to examine the impact of COVID-19-a crisis or adverse event-on primary care team resilience. Little empirical research has been done testing the theory of team resilience during an extremely adverse crisis event in an applied team setting. Therefore, we conducted an archival study by using large-scale national data from the Veterans Health Administration to understand the characteristics and performance of 7,023 Patient Aligned Care Teams (PACTs) during COVID-19. Our study found that primary care teams maintained performance in the presence of adversity, indicating possible team resilience. Further, team coordination positively predicted team performance (B = 0.53) regardless of the level of adversity a team was experiencing. These findings in turn attest to the need to preserve team coordination in the presence of adversity. Results carry implications for creating opportunities for teams to learn and adjust to an adverse event to maintain performance and optimize team-member well-being. Teamwork can act as a protective factor against high levels of workload, burnout, and turnover, and should be studied further for its role in promoting team resilience.

Perception of Players on the Coach Competence and Team Performance in the Kenyan National Soccer and Volleyball Leagues

Purpose: The purpose of the study examine whether perception of players on the coach competence predict team performance in the Kenyan national soccer and volleyball leagues.
 Methodology: The study adopted Cross-Sectional survey design. The target population for the study included players and in the Kenyan soccer and volleyball national leagues in the 2020/21season. The population of the study was 878 players from the 53 teams including 288 females in the 16 teams of 18 players, and 168 males in the 12 teams of 14 players and 98 females in the 07 teams of 14 players in volleyball respectively. The study included players who were consistent in the respective leagues for the immediate last five years. The coaches and players were both male and female. The study used Statistical Package for Social Sciences (SPSS Version 22) for data analysis. Chi-Square and Fisher’s Exact test were used.
 Findings: Results above showed that soccer players perception on training and instruction had no significant effect on team ranking (P=0.000). In addition, volleyball players perception on training and instruction had no significant effect on team ranking (P=0.000). In addition, soccer players perception on democratic behaviour had no significant effect on team ranking (P=0.354). Further, volleyball players perception on democratic behaviour had no significant effect on team ranking (P=0.095). Further soccer players perception on autocratic behaviour had a significant effect on team ranking (P=0.000).
 Unique contribution to theory, policy and practice: The study focused on the Kenyan national leagues which are composed mainly of African race players. There is need to conduct a similar study in other leagues like in North Africa and middle east which consists of players mainly of Arab race, Asian continent which consists of players of Asian descent and the European and American leagues composed of players of mixed descents including the Negroid, Caucasoid and the Mongoloids

Leader's work engagement in relation to team performance is a contagion event explained through the lens of affective process theory

PurposeThe purpose of the current research is (1) to test affective mechanisms by which a leader's work engagement predicts team performance via a follower's work engagement in a trickle-down fashion and (2) to examine the moderating role of relational identification with the leader on the trickle-down effect.Design/methodology/approachMultisource and three-wave data was collected from 404 followers working in 76 teams from a construction company in South Korea. By aggregating all study variables, a 2-2-2 level approach by using the PROCESS macro with bootstrapping (10,000 samples) in SPSS was used to test the proposed model.FindingsThe current research uses a team-level analysis to examine (1) the effect of a leader's work engagement on team performance via a follower's work engagement and (2) moderating role of relational identification via the lens of the affective processing theory (APT) and the conservation of resource (COR) theory.Originality/valueBased the lens of APT and COR theory, the current research found that the contagious effect of a leader's work engagement on followers is conditional. Specifically a leader's work engagement has a positive effect on followers' work engagement only when followers have a high sense of relational identification with their leader. However, a leader's work engagement has an adverse effect on followers when followers have a low sense of relational identification.

Competition Experience of the Coach and Team Performance in the Kenyan National Soccer and Volleyball Leagues

Purpose: The objective of the study was to establish whether past competition experiences of the coach predicted team performance in the Kenyan national soccer and volleyball leagues.
 Methodology: The study adopted Cross-Sectional survey design. The population of the study was 53 head coaches handling teams in the Kenyan national soccer and volleyball leagues. Census sampling was used to pick the 53 coaches for the study. Data collection instrument was a self-administered questionnaire for the coaches. The coaches’ questionnaire was divided into sections which captured demographics and academic background. The study used Statistical Package for Social Sciences (SPSS Version 22) for data analysis. Chi-Square and Fisher’s Exact test was used to show whether competition experience had an effect on the team’s performance. Data was presented using tables
 Findings: For soccer, Chi square and Fisher’s Exact Test results showed that coaches past competition experience had a significant effect on team performance (χ2 =30.292≤ p 0.05 9df). The fisher’s exact test had a p value of 0.003 which was also less than 0.05 confirming that there was a significant relationship between soccer coaches’ past competition experience and team performance. For volleyball, Chi square and Fisher’s Exact Test results showed that volleyball coaches past competition experience had a significant effect on team performance (χ2 =23.910≤ p 0.05 9df). The fisher’s exact test had a p value of 0.008 which was also less than 0.05 confirming that there was a significant relationship between volleyball coaches’ past competition experience and team performance.
 Recommendations: Policy makers such as team managers, owners and other stake holders in sports to consider more experienced coaches. They should consider coaches who have long period of coaching experience as well as coaches with a long period of competition experience. This is because coaching knowledge comes from observations and experiences of other coaches. Team managers, owners and other stake holders in sports should also consider coaches with past playing experience from recognized local clubs. This will enhance team performance.

Dynamical biomarkers in teams and other multiagent systems.

Effective team behavior in high-performance environments such as in sport and the military requires individual team members to efficiently perceive the unfolding task events, predict the actions and action intents of the other team members, and plan and execute their own actions to simultaneously accomplish individual and collective goals. To enhance team performance through effective cooperation, it is crucial to measure the situation awareness and dynamics of each team member and how they collectively impact the team's functioning. Further, to be practically useful for real-life settings, such measures must be easily obtainable from existing sensors. This paper presents several methodologies that can be used on positional and movement acceleration data of team members to quantify and/or predict team performance, assess situation awareness, and to help identify task-relevant information to support individual decision-making. Given the limited reporting of these methods within military cohorts, these methodologies are described using examples from team sports and teams training in virtual environments, with discussion as to how they can be applied to real-world military teams.

Motivation to Lead and Shared Leadership in Teams

More companies have started to adopt a model of self-managed team as their primary work design. As work environments get more complex, an appointed leader alone cannot fulfill all the necessary leadership responsibilities of a team. In this manner, the shared leadership within a team is of great importance for today's work environments. The primary purpose of the present study was to examine an antecedent of shared leadership. Focusing on leadership motivation, this study investigated how team members’ motivation to lead affects shared leadership of the team. This study also examined the effects of shared leadership on team performance using an objective team performance measure, which little previous studies have investigated. Data were obtained from 57 teams consisting of 3 to 5 members. They performed a computer-based business strategy game. Findings showed that the teams consisting of members with a high level of motivation to lead scores were positively related to shared leadership and shared leadership significantly predicted team performance. Theoretical and practical implications of this study are also discussed.

Do sport teams with greater team resilience perceive higher performance at the end of the season? A multilevel analysis.

A team's ability to respond positively to adversities, problems, and obstacles during their season is an essential part of success in collective sports. Grounded in team resilience theory and using a multilevel analytical approach, this study examined the relationship of the characteristics of resilience and vulnerability under pressure with perceived individual and team performance. Participants were 676 soccer players (530 males and 146 females) aged 15-42 years (M=21.40, SD=5.38), who played on 64 senior and under-18 soccer teams of several national leagues in Spain. In the final month of the season, factors related to team resilience and individual and team performance were analyzed. We estimated multilevel models by including perceived individual and team performance as dependent variables. Characteristics of resilience and vulnerability under pressure were considered as fixed and random effects (i.e., individual- and team-level intercepts and slopes). At the individual level, results showed that characteristics of resilience were positively associated with subjective individual and team performance, whereas vulnerability under pressure was negatively related to perceived team (but not individual) performance. At the team level, only characteristics of resilience positively predicted team performance. These findings suggest that more resilient teams report more successful performance from an individual and team perspective, whereas teams that are more vulnerable under pressure report poorer team performance. Taken together, the study underscores the importance of practitioners to develop strategies that improve their teams' resilience, given that team resilience helps to achieve positive subjective individual and team outcomes.

Revisiting the effect of team passion displayed during national anthems on subsequent success: A replication and extension

ABSTRACT Slater et al. (2018. Singing it for “us”: Team passion displayed during national anthems is associated with subsequent success. European Journal of Sport Science, 18(4), 541–549. https://doi.org/10.1080/17461391.2018.1431311) found that the perceived level of team passion displayed during (pre-match) national anthems at UEFA Euro 2016 predicted team performance during the match. Teams that displayed greater passion conceded fewer goals and team passion predicted the likelihood of victory during the knockout (but not group) stages. Here, we replicate Slater et al. using a larger sample of matches from the FIFA World Cup (n = 415), and apply more appropriate analyses, and control for potential confounds. We also extend the original study to consider additional performance-related outcome variables (fouls, bookings, and possession). We find no evidence that anthem passion was a reliable predictor of performance outcomes (i.e. match outcome, goals scored/conceded, fouls, bookings, possession) in competitive international soccer matches. HIGHLIGHTS Failing to replicate previous research, we find no evidence that the amount of collective passion displayed by a team during the national anthem predicts performance outcomes in soccer matches. Collective passion was unrelated to goals scored, goals conceded, match outcome, fouls, possession, and expected goals. The effect of passion on these outcomes was not moderated by the stage of competition. The reported null effects may be because verbal and non-verbal behaviours during the national anthem are poor signals of collective passion.

Leader extraversion and team performance: A moderated mediation model.

Extraversion is the best and most consistent predictor of important leadership outcomes. However, there has been little exploration and examination of the mechanisms underlying the effects of extraverted leadership on performance. Drawing on distal-proximal motivational theory and situational strength theory, the present study proposes and examines a moderated mediation model that explains how leader extraversion affects team performance and how situational characteristics strengthen or constrain this relationship. Respondents were recruited through management team training courses run by the eight Chinese companies. We conducted two rounds of electronic questionnaire collection. The first round of data was collected during the training session. Four weeks later, we collected the data through the training courses' WeChat groups. Data collected from 226 Chinese team leaders was analyzed using SPSS 26 and Mplus 7. We find that leader extraversion predicts team performance through a motivational mechanism operationalized as leader work engagement. We further find that goal clarity and process clarity play an important role in strengthening the positive effect of leader extraversion on leader work engagement as well as the motivational mechanism, providing an empirical explanation of how leader extraversion affects team performance through a motivational mechanism operationalized as leader work engagement. We also explore how two potential situational characteristics, operationalized as goal clarity and process clarity of leaders, affect the relationship between leader extraversion and leader work engagement as well as the motivational mechanism. Addionally, the findings suggest important practical implications for the organizations seeking to identify effective team leaders.

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).

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.

Hitting the mark: The influence of emotional culture on resilient performance.

Previous research has established the role of positive emotional cultures such as companionate love and joy in predicting team performance. Building on this work, the present study analyzes the role of positive emotional culture variables as predictors of resilient performance by examining patterns of objective team performance in U.S. Army tank crews over time. We also broaden the emotional culture domain by investigating an action-oriented positive emotional culture of optimism and a negative emotional culture of anger. During a high-stakes international military training exercise, 55 U.S. Army tank crews (N = 175) completed a pre-qualification performance event, a final qualification performance event, and surveys at baseline and after both events. The positive emotional culture of optimism predicted a pattern of resilient performance defined as a rebound from poor pre-qualification performance. Emotional cultures of joy and optimism also directly predicted final performance, but neither the emotional culture of companionate love, nor the emotional culture of anger was a significant predictor. Results demonstrate the distinct nature of each of these emotional culture variables, and show that these variables differ from group trait affectivity and cohesion. Teams with a strong emotional culture of optimism were better positioned to rebound in the face of poor performance, suggesting that organizations that promote an optimistic culture develop more resilient teams. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Team diversity:Review and implications for future research

Team diversity has been proved to be an important predictor of team performance. In recent years, there has been a gradual increase in the number of literature on team diversity. As there is no comprehensive review of team diversity so far, the domestic and foreign literature has been systematically reviewed so far in this study. By reviewing the literature, this study summarized the definition, classification, measurement and related research of team diversity, summarized the research frontiers of team diversity, and proposed prospects for future research directions.

ACADEMIC STATUS OF THE COACH AND TEAM PERFORMANCE IN THE KENYAN NATIONAL SOCCER AND VOLLEYBALL LEAGUES

Purpose: The study sought to establish whether academic status of the coach predicted team performance in the Kenyan national soccer and volleyball leagues.&#x0D; Methodology: The Cross-Sectional survey used a population of the 53 head coaches handling team in the Kenyan soccer and volleyball leagues in the 2020-2021 season. Census sampling was used to pick the 53 coaches for the study. Data collection instrument was a self-administered questionnaire. The Leadership Scale for Sport questionnaire (LSS) was used to capture player’s perception on coach competence. The coaches’ questionnaire was divided into sections which captured demographics and academic background. The study used Statistical Package for Social Sciences (SPSS Version 22) for data analysis. Information was organized and presented using descriptive statistics and was analyzed at 0.05 significance level. Chi-Square and Fisher’s Exact test was used to predict coach academic status on the team’s performance. Data was projected in figures and tables and relevant discussions were made.&#x0D; Findings: Chi square and Fisher’s Exact Test results showed that coaches academic status had a significant effect on team performance (χ2 =18.419, 0.031 ≤ p 0.05 9df). The fisher’s exact test had a p value of 0.016 which was also less than 0.05 confirming that there was a significant relationship between coaches’ academic status and team performance.&#x0D; Conclusion and Recommendation: The study concluded that coaches’ academic status had a significant effect on team performance. Team managers, owners and other stake holders in sports need to take up educated coaches. This is because educated coaches learn a diverse way of communication including humor, which in turns benefits communication between coaches and players which enhances team performance in the long run. In addition, coaches that are not educated need to go back to school and further their education. This will enable them to gain more skills that will be help in their teams’ performance.

The role of transactive memory systems, psychological safety and interpersonal conflict in hospital team performance

Safe patient care in hospitals relies on teamwork. Transactive Memory Systems (TMS), are shared cognitive systems that have been linked to team performance in other domains, but have received limited attention in healthcare. This study investigated the role of TMS, psychological safety and interpersonal conflict in predicting team performance in hospital ward teams where team membership is dynamic and often loosely defined. Hospital staff (n = 106) in four wards completed a battery of instruments assessing team performance, TMS, psychological safety and interpersonal conflict. TMS was a weak predictor of team performance, but the relationship was mediated by psychological safety. Overall, team performance was predicted by high psychological safety, low interpersonal conflict and low reliance on team members’ knowledge (i.e. TMS credibility). These findings suggest that, in hospital teams, TMS is not a strong predictor of team performance but team culture is critical to ensure the quality and safety of patient care. Practitioner summary: This study investigated the role of Transactive Memory Systems (TMS) and cultural factors in hospital team performance. Team performance was predicted by psychological safety, low interpersonal conflict and low reliance on team members’ untested knowledge. This highlights the importance of a supportive and psychologically safe team culture for safe care in hospitals. Abbreviations: TMS: transactive memory systems; HCA: health care assistant