Team Effectiveness Research Articles

The differential impacts of team diversity as variability versus atypicality on team effectiveness

Interest in team diversity initiatives has grown significantly over the past decade. Some initiatives focus on creating “highly variable” teams where members bring a wide range of attributes. Others prioritize “highly atypical” teams, where members contribute attributes underrepresented within the broader organization or field, regardless of variety. These two approaches entail markedly different assumptions about maximizing team diversity’s benefits. Comparing short- and long-term outcomes provides important insights into cultivating and leveraging diverse teams. To do so, we examined the proposal submissions of all variable and atypical teams within a competitive seed grant program over six years. We assessed short-term performance based on funding outcomes following a three-stage review process and long-term viability based on team members’ tendency to collaborate more in the future. Our findings demonstrate that diversity operates differently when conceptualized as variability versus atypicality. Specifically, while team variability often resulted in neutral or even negative short-term performance, it had a mixed effect on long-term viability. Conversely, while team atypicality had a mixed impact on short-term performance, it consistently enhanced long-term viability. These results underscore the distinctive value of nurturing highly atypical teams to promote lasting collaboration success and highlight the importance of aligning diversity cultivation strategies with organizations’ short- and long-term goals.

Impact of Top Management Characteristics on Firm's Labor Investment Efficiency

ABSTRACTThis study examines the effect of top management team (TMT) characteristics on labor investment efficiency. Specifically, we focus on TMT within‐firm experience, tenure diversity, and the pay for performance sensitivity (PPS) dispersion as three potential factors affecting the team's group dynamics leading to labor investment decisions. Using a sample of US firms from 2000 to 2019, we show that TMTs with a greater percentage of within‐firm experience, a high level of tenure diversity, and higher PPS dispersion make more efficient labor investments. Splitting the sample into over‐ and under‐investment subsamples, we find that TMT within‐firm experience reduces underinvestment in labor while tenure diversity and PPS dispersion reduce overinvestment in labor. Our study provides practical implications for corporate boards in assessing TMT's hiring and promotion, making investment decisions, and determining top executive compensations.

Development of the Team Evaluation and Assessment Measure Quality Improvement (TEAM-QI) and Proof-Of-Concept Testing in Maternity Teams.

Poor teamwork is often implicated in serious healthcare delivery failings, leading to calls for effective team improvement interventions. Taking a complex, adaptive systems perspective, we adapted an oncology team quality improvement program to make it appropriate for other areas of clinical care. Study phases included: (1) meetings with National Health Service, policy and service user representatives (n = 19), a rapid review of existing maternity teamwork interventions, and mapping of the proposed program content to an evidence-based model of team effectiveness; (2) feasibility and acceptability testing of the team questionnaire component, and content analysis of free-text responses with four maternity teams within two NHS Trusts (n = 26). Meetings with representatives highlighted the importance of non-punitive, continuous team-led assessment, and the ability to compare performance to similar teams while enabling adaptability to different team types. Program content mapped well to known components of team effectiveness. Internal consistency of the questionnaire was acceptable (Cronbach alpha = 0.79-0.92). Most team members (76.9%) reported benefits in identifying priorities for improvement. Preliminary proof of concept was supported but larger-scale evaluation including testing in other clinical areas is warranted.

Beyond Crisis: Enhancing Behavioral Response Through a Conceptual Framework.

The objective of the study is to present a conceptual model informed by existing literature surrounding behavioral health crises and response teams. The Behavioral Crisis Response Model (BCRM) was developed through a comprehensive literature review, synthesizing existing knowledge to clarify the structure, relationships, and processes between patients and Behavioral Response Teams (BRTs), focusing on published literature from 2018 to 2023. Themes to inform the BCRM were developed through iterative review and discussion with an expert panel. The BCRM framework comprises five key domains: Patient-Centered Care, Preparation, Planning, Execution, and Evaluation. Each domain encompasses specific actions and strategies to ensure comprehensive and effective crisis intervention. The Patient-Centered Care domain ensures the patient remains the focus during a crisis. The Preparation domain focuses on readiness through training and resource verification. The Planning domain involves initial and risk assessments, followed by devising a tailored response plan. The Execution domain emphasizes the implementation of the response plan with adaptable leadership styles. The Evaluation domain involves debriefing, root cause analysis, and performance reviews to promote continuous improvement. The BCRM offers a patient-centered, structured approach to managing behavioral health crises and enhancing team cohesion and effectiveness. Further evaluation of adopting the BCRM is needed within health care institutions to improve patient outcomes, reduce harm, and advance better care quality.

The effect of multidisciplinary team and experience-based co-design on the care of older adult patients with type 2 diabetes: A randomized controlled trial.

This study evaluates the impact of a multidisciplinary team (MDT) approach combined with experience-based co-design (EBCD) on managing elderly patients with type 2 diabetes, focusing on glycemic control, metabolic indicators, and quality of life. A randomized controlled trial conducted from October to December 2023 included 216 hospitalized patients at Quanzhou First Hospital. Patients were randomly assigned to either the MDT-EBCD intervention or standard care group and followed for 26 weeks. Outcomes measured included BMI, fasting blood glucose (FBG), glycated hemoglobin (HbA1c), lipid profiles, renal function, and quality of life. No significant baseline differences were observed between the groups. Post-intervention, the MDT-EBCD group showed significant improvements in BMI, FBG, HbA1c, lipid profiles, and renal function (P < 0.01), alongside enhanced quality of life dimensions like emotional function, vitality, and social functioning compared to the control group (P < 0.05). These findings support the MDT-EBCD model as an effective framework for improving comprehensive diabetes care in the elderly.

Exploring the Mediating Role of Student Attitudes in the Relationship between Dysfunctional Teams and Student Team Performance.

Recognizing the factors that cause dysfunction within a team is crucial for many teams. Growing studies have investigated the factors that affect college students' performance. This study focuses on the association between dysfunctional teams and student team performance (TP), with the mediating effect of students' attitudes towards team assessment. The data was collected from 332 students enrolled in professional courses from major universities and colleges in India. The theoretical model was analyzed using mediation analysis, taking students' attitudes as mediators of the relationship between a dysfunctional team and student team performance. The findings revealed that Student Attitudes (SA) successfully mediates the relationship between a dysfunctional team and student team performance. This study's results have significant implications for educators, institutions, and researchers looking to enhance collaborative learning and optimize team effectiveness. It contributes to the growing knowledge surrounding team dynamics in educational settings. It provides valuable insights for developing strategies and interventions to foster productive team interactions and ultimately elevate student team performance.

Evaluation of Team Based Learning as Teaching Methodology in UG Medical Teaching in Meghalaya

Introduction: This study evaluates the effectiveness and student perception of Team Based Learning teaching format implemented for final year MBBS students in the Department of Obstetrics and Gynecology at North Eastern Indira Gandhi Regional Institute of Health &amp; Medical Sciences (NEIGRIHMS), Shillong (India). Methodology: Theoretical and clinical case-based questions were provided to students a week prior to the lecture. Students worked in groups to prepare and present answers via PowerPoint presentation. Feedback was collected through a structured Google form questionnaire and analyzed statistically. Results: The GAP class was positively rated by 53.6% of students, with 39.3% reporting significant enhancement in content understanding. However, 35.7% found GAP less effective than traditional lectures, citing challenges with comprehensive understanding, and unequal participation within groups. Conclusion: Overall, the findings support the integration of teaching methods like GAP to complement traditional lecture-based approaches, fostering comprehensive understanding and preparation of medical students for clinical practice.

Predicting team effectiveness in Chinese IT companies: development and validation of team processes and emergent states (TPES) scale

Predicting team effectiveness in Chinese IT companies: development and validation of team processes and emergent states (TPES) scale

Scoring performance of European professional basketball players: a comparison between domestic leagues and the Eurobasket

ABSTRACT This study classified European basketball players participating in EuroBasket 2022 based on physical attributes, playing time, experience, and scoring statistics, while analysing scoring performance differences across NBA, Euroleague, and EuroBasket competitions. A sample of 82 European players with a minimum of 5 minutes per game in the NBA (n = 27) or Euroleague (n = 55) was categorised into four profiles: Important Guards (IG), Important Forwards (IF), Big Men Less Important (BMLI), and Big Men Important (BMI). The NBA featured more IG and BMLI players, while the Euroleague had a higher proportion of IF. Scoring performances varied significantly across competitions. Euroleague BMLI players excelled in EuroBasket, particularly in points and free throws, while IF players improved in successful 3-point field goals. BMI players struggled with lower success in 2-point field goals. NBA BMLI and BMI players exhibited fluctuations in 2-point field goals, while IG players adjusted their points scored and 3-point success rates during EuroBasket. These results highlight league-specific demands shaping player performance, providing coaches and managers with insights to optimise player utilisation and tactical planning for transitions between domestic and international competitions, enhancing team effectiveness.

A Study on Impact of HRM Practices on Effectiveness of Team Building with Special Reference to Insurance Industry in India by Using Structural Equation Model

This study examines the impact of Human Resource Management (HRM) practices on team-building effectiveness within the insurance industry in India. With rising competition and a rapidly evolving business landscape, effective teamwork has become crucial for organizational success, particularly in service sectors like insurance where collaboration enhances client service and operational efficiency. The study identifies key HRM practices - recruitment and selection, training and development, performance appraisal, and compensation- as influential factors in fostering team cohesion, motivation, and effectiveness. Utilizing a Structural Equation Modeling (SEM) approach, the research analyzes data collected from a sample of employees across leading insurance companies in India. The SEM technique allows for a comprehensive assessment of direct and indirect relationships between HRM practices and team-building outcomes, revealing critical paths that significantly contribute to team effectiveness. Results indicate that targeted HRM practices not only improve team performance but also enhance job satisfaction and retention rates within teams. The findings offer practical implications for HR practitioners aiming to optimize team dynamics and strengthen overall organizational performance in the insurance sector. The study concludes by recommending HR strategies that align team-building initiatives with organizational goals to maintain a competitive edge in the industry.

Design team effectiveness and architects’ personality types

Design team effectiveness and architects’ personality types

Challenges facing emergency departments in public hospitals

The management of hospitals are facing increasing challenges in managing the service and quality of the emergency department. This study identifies the challenges faced by healthcare professionals who work in the emergency department and identifies practical solutions to enhance the sustainable management and leadership of the emergency department. A qualitative study was conducted with health professionals who work in the emergency department in three public hospitals in Saudi Arabia, including six managers, five physicians and seven nurses. Data were collected through one-on-one interviews from purposively selected the emergency department at public hospitals in Saudi Arabia. Three themes emerged from interviews that described the challenges and experiences of health professionals: ethical dimensions, management dimensions, and health system dimensions. The results of the current study indicate that patient overcrowding, long waiting hours in emergency departments, having to make decisions concerning which patients to treat first and the quality of services, leadership and team effectiveness were major contributors to the struggles faced by health professionals inside the emergency department. This study provides the most comprehensive information available to date about the challenges faced by the emergency department managers and leadership and provides suggestions to develop short and long-term strategies to reduce overcrowding in hospitals.

Comparing four methods for assessing interprofessional learning in a practice setting

ABSTRACT Healthcare practitioners must be trained to collaborate in a dynamic environment where patients are complex and teams can change from day-to-day, but choosing the right measures to assess the effectiveness of interprofessional teamwork among learners is challenging. This study used measures representing four different perspectives to assess student teams in a practice setting where team composition varied each day. We tested the strength of the relationships between these measures, and we examined the impact of additional variables on each measure. Participants were students from different health professions at a single university and patients in a community-based wellness program. We sampled 100 wellness visits where an interprofessional student team met with a patient, and we assessed team effectiveness using student perceptions of their team, patient ratings, observer ratings, and faculty assessments of team healthcare plans for the patient. We calculated bivariate correlations between the four measures and used regression analyses to assess the impact of predictors including student, patient, and clinic/site characteristics, on each measure of team effectiveness. There were small but significant negative correlations between the assessments of faculty and observers (r = – 0.23), as well as between faculty and patients (r = – 0.14). Conversely, a small but significant positive correlation was found between the assessments of patients and observers (r = 0.15). Among the regression models, faculty and patient ratings of team effectiveness were more strongly related to the predictors measured (R-squared = 53.6% and 41.7%, respectively). Patient age and number of clinic visits, team size, and clinic site were significant factors for predicting team effectiveness across the two measures. Our findings provide evidence that different perspectives of team effectiveness measure different constructs. While all approaches have value, in IPE practice settings, team effectiveness should be evaluated with multiple measures to understand performance and identify opportunities for improvement. Teamwork in dynamic healthcare environments is complex, and simple measurement approaches may mischaracterize learning and clinical outcomes.

Effectiveness of training hospital management teams in tier three hospitals in Kiambu County and utilization of routine health information

Health information is essential for health decision-making at all levels of the health pyramid. This study investigated the effect of training HMTs in tier three hospitals in Kiambu County and utilization of routine health information. The study design was interventional, employing a quasi-experimental research design that guided the study in the 12 tier-three hospitals. There was an intervention cluster and a control cluster, each with six hospitals. The study adopted a census technique, and all 240 HMT members were included. The study used both qualitative and qualitative data collection techniques. Data was analysed using Fisher’s exact test for the bi-variate analysis, logistics regression to ascertain the statistical relationships, Mann-Whitney U-test to test the difference in means at baseline and end-line, Difference in Difference technique was used to establish the average treatment effect of the intervention. The study used thematic content analysis to analyse qualitative data. The County Health Management Teams and the Sub County Health Management Teams participated in the Key Informant interviews. The results revealed a significant association between the training and the odds of good utilization (A.O. R=9.01, p=0.0001). Those who received training are 9 times more likely to utilize RHI. The study concludes that, designing HIS should be based on the users’ desired needs and that the intervention was highly effective in promoting the use of the RHI among HMTs. The study recommends that Kiambu County Department of Health should provide strategies for sustaining effective utilization RHI and should provide guidelines to ensure all HMTs are trained to enable them manage hospitals better. The study recommends that; further research be conducted in the lower-level health facilities to generate recommendations appropriate for the different levels of health care systems, similar studies should be replicated in other countries to compare results and enable the drawing of triangulated policy recommendations and a follow-up study be done to determine whether the increase in utilization translates into improved health outcomes or efficiencies within the health system.

Top team effectiveness and how to develop it

Top team effectiveness and how to develop it Dr Michael (Mike) Beer, Professor Emeritus from Harvard Business School, explains top team effectiveness and how to develop it. Organizations have tops, middles, bottoms, and customers. (1) They are hierarchies that must serve customers well to survive and prosper. The role of top teams is to define the enterprise’s strategic direction and ensure it is organized, managed, and led to execute that direction effectively. Yet, top teams too often do not fulfill their role effectively. We know this from 30 years of work with hundreds of organizations whose leaders have come to me and my colleagues at TruePoint, a consulting firm composed of scholar-consultants, for help.

Task interdependence and shared leadership: A structural perspective on the distribution of leadership in teams

Shared leadership has consistently been shown to predict team effectiveness. However, research also indicates that different teams may require different configurations of shared leadership, and achieving maximum sharedness in leadership does not always guarantee superior team outcomes. This reality underscores the need for a normative theory of shared leadership that can extend our understanding of the construct and facilitate its adoption in organizations. Despite the significance of such a theory, little attention has been given to its development and our understanding of how shared leadership should be distributed across different teams remains quite limited. In this article, we adopt a structural perspective to propose that the task interdependence network can serve as a robust foundation for devising effective shared leadership strategies. Our conceptual framework outlines the nuanced implications of the task interdependence network—from determining the optimal level of shared leadership necessary for performance to identifying potential members for shared leadership responsibilities. In doing so, we emphasize that the specific implications of the task interdependence network may vary, rather than remain uniform, across different dimensions of shared leadership.

To Share or Not to Share: Centering Individual Perspectives in Shared Leadership

Extant research in shared leadership has generally demonstrated a positive impact on team processes and effectiveness. However, the literature to date has largely failed to examine the individual level processes inherent in shared leadership, thereby neglecting the perspectives of individual team members. Moreover, extant research has also largely overlooked the potential dark sides of shared leadership. To address these limitations, we integrate job demands-resources theory and appraisal-based theories of stress to develop a conceptual framework that centers the individual team members in the shared leadership process. We suggest that shared leadership creates conditions that present a range of job demands for individual team members, and that their individual differences impact how team members appraise those job demands. Further, we suggest that appraisals of shared leadership demands by individual team members may influence their engagement in relational job crafting, as well as impact their individual effectiveness, which when accumulated over time, could impact the dynamic evolution of team-level shared leadership structures as well as team effectiveness. Lastly, we highlight how team members who repeatedly experience shared leadership demands as a hindrance could be at a potential risk of burnout. Through our conceptual framework, we lay the groundwork to enable future researchers to center individual team members in their theoretical and empirical explorations into shared leadership. In addition to our framework, we outline future research directions to expand our conceptual model and provide methodological guidance to empirically examine the theoretical perspectives that we have developed in this paper.

Research on the Correlation between Certain Metrics for Evaluating Team Effectiveness in an Industrial Enterprise

Research on the Correlation between Certain Metrics for Evaluating Team Effectiveness in an Industrial Enterprise

Development of spiritual and intellectual qualities in future specialists in the field of management

The article is devoted to the analysis of the importance of the development of spiritual and intellectual qualities in future specialists in the field of management and their influence on managerial activity. In the conditions of today's dynamic business environment, managers have not only a high level of intellectual competence, but also the ability to self-regulate, emotional stability, make ethical decisions and create a healthy organizational culture. Special attention is paid to the analysis of theoretical approaches to the development of spiritual-intellectual qualities, such as emotional intelligence, transcendental leadership, the model of moral management, the concept of a whole person, and managerial ethics. Because these qualities integrate intellectual abilities, moral, ethical and emotional characteristics, they contribute to the formation of sustainable and ethical leaders who are able to interact effectively with the team, provide successful leadership and maintain moral standards in organizations. The article examines the main aspects that determine the role of spiritual and intellectual qualities in the professional development of future managers: the ability to reflect, emotional stability, moral responsibility and harmonious interaction with others. Research confirms that these qualities largely determine management decisions, leadership style, and team effectiveness. Also, the author emphasizes the importance of forming such qualities in the process of training future specialists, as it contributes not only to their professional competence, but also to moral maturity, which is necessary for building a healthy organizational culture and successful management in conditions of instability. The article also emphasizes the integration of spiritual and intellectual aspects into the educational process of higher educational institutions, which will increase the competitiveness of future managers in the labor market. Pedagogical strategies and methods that can be implemented to develop these qualities in students of higher education are considered separately. The formation of spiritual and intellectual qualities is an important component of professional training, which contributes to the creation of leaders who are able to adapt to changes and effectively manage human resources in organizations.

The Impact of Team Dynamics on Organizational Performance: A Study of Public Sector Undertakings in India

This study explores the impact of team dynamics on organisational performance in selected Public Sector Undertakings (PSUs) in India. This study used a structured questionnaire to collect data from 357 executives working in Maharatna, Navratna, Miniratna and other scheduled PSUs. Using the Structural Equation Model (SEM) [mediation], this study sought to study the relationship between team dynamics and organisational performance while incorporating the mediating role of team effectiveness in the process. The results show that while team dynamics are critical in enhancing team effectiveness, team dynamics do not necessarily improve the organisation’s performance. However, when moderated through team effectiveness, the influence of team dynamics on organisational performance becomes significant, presenting a complete mediation effect. This study explains the importance of team effectiveness in translating positive team dynamics into enhanced organisational performance. The study also provides insights into developing strategies for PSUs to promote productivity, innovation, and adaptability in a fast-paced business environment