Team Personality Research Articles

The influence of individual personality traits and team characteristics on training transfer: A longitudinal study

AbstractPrevious research has established that the successful transfer of training content into daily work life depends both on the trainees’ individual characteristics and the characteristics of their work team. Specifically, multiple meta‐analyses and reviews have confirmed that individuals’ openness to experience, agreeableness, and neuroticism, as well as cohesion and transfer climate within the team, influence training transfer. The present study is the first to operationalise and measure both individual and team characteristics in the same sample with a longitudinal study design, enabling a comparison. Training transfer was operationalised as changes in psychological strain following an intervention. Using multilevel analysis techniques with a sample of 275 nurses, individual personality characteristics were not found to influence training transfer, but team cohesion and team members’ mean‐level conscientiousness did. However, these influences were not in the expected direction. This can be partially explained by the pattern of longitudinal development in the data, in which individuals with higher initial values on psychological strain experienced greater improvement; however, some aspects of the results remained unexplained. Generally, the results suggest that team characteristics are more important than individual characteristics for training transfer. Theoretical and practical implications for future studies are discussed.

The Effect of Job Description and Personality Towards Business Performance: A Case Study of RonaRias Startup

Human Resource Management exists in a company or organization because of employees or people who work together to achieve the company's vision. Human Resource Management can help to see the performance of employees and all their achievements in the company. A group of people in a company or organization is called a team. Start-ups are new startup companies that are still leading to product development and market research. A startup team refers to a group of people with a specific idea that leads to executing a business. So, usually, a team that aims to build a start-up starts execution with limited human resources. The existence of these limitations requires the team at the start-up to analyze the part of the work that needs to be filled with people who are suitable for their positions. So it is essential to do a job analysis and job description for each role or position. Roles at work can be carried out with the competencies possessed by team members; for that reason, it is important to be aware of one's abilities and the work interests they have. Furthermore, a person's personality shows how a person's work style or decisions on every problem. Myers and Briggs's theory divides personality types into 16 out of four large-scale psychologist types: extrovert/introvert, observant/intuitive, feeling/thinking, assessing/looking for prospects. So, Human Resource Management has become necessary for all categories of companies, newly established and successful ones, to control and improve their employees to make a better company. RonaRias is a start-up company engaged in the beauty industry that provides make-up and model services for weddings, engagements, and product photos. Established in January 2021, but the development of income is continually declining. It is necessary to identify the problem, find the cause to be resolved and become a business that continues to show growth. The problem is that there are limited abilities and positions that people in their respective fields do not fill. Therefore, the researcher decided to analyze the abilities that the team members were aware of and conduct an assessment of their personality types. The RonaRias team's personality type assessment was carried out by filling out the online NERIS Type Explorer® Scale. Knowing the team personality type from RonaRias helps researchers understand the background of team members' work styles and why they have these competencies. As is the case for marketing, his intuitive nature encourages him to continue to think creatively because he is an INFP-T. This research was conducted with a qualitative approach. Conduct semi-structural interview sessions and focus group discussions with variable indicators related to job interest, business building, and job loyalty. The data obtained from the interviews and focus group discussions was processed using open coding to determine the negative and positive tendencies of the respondents' answers. After the analysis, the researcher saw that the competence of the respondents and their work styles were related to the type of personality they had. So, as a start-up founder, it is vital to know each other's personalities to allocate work according to their interests and take care of each other according to their respective personalities. The researcher also recommends that start-up founders pay attention to aspects of human resource management because employees are essential to achieving company goals. So it needs to be done by people who are following their fields.

The influence of shared leadership on team performance with team personality composition as a moderating variable in student business project at Ciputra University Surabaya

This study was conducted to determine the effect of shared leadership and team performance with team personality composition as the moderating effect on Ciputra University Student business project. In order to collect data, this study distributed questionnaires to 146 International Business Management students class of 2017 by using the purposive sampling method. In this study, an analysis of the variables of shared leadership, team performance and team personality composition were analyzed as moderators for shared leadership on team performance. The results of the study found that the shared leadership variable had a significant effect on team performance. Meanwhile, the team personality composition did not moderate the relationship between shared leadership and team performance.

TEAM EFFECTIVENESS IN SOFTWARE DEVELOPMENT: THE ROLE OF PERSONALITY AND WORK FACTORS

Globalization and dynamic economic conditions have exponentially increased the use of virtual work in organizations. Effectiveness in software development teams, therefore, is now a relevant issue in business, psychology or other fields. Despite the uniqueness of software development teams and their work conditions, their effectiveness has not been sufficiently researched to clearly determine how it relates to personality traits, work challenges and the virtualization level. To expand the understanding of the mechanisms that influence team effectiveness in software development, an ecological framework is selected. The purpose of this study is to explore the relationship between personality traits, work factors and team effectiveness within the context of software development teams. Methodology: The exploratory study was conducted in international software development companies operating in Lithuania. Forty-five software development teams (N = 142) filled in the Team task performance scale, Hexaco-PI-R questionnaire and rated perceived work challenges and team virtualization level. The statistical analysis was conducted with SPSS. This survey is an initial stage of a larger project. Findings: Personality traits Conscientiousness and Extraversion relate to team effectiveness. In software development teams the most prevalent work challenges were time zone differences, lack of information when working on a project, and lack of a clear purpose. Lack of information and poor foreign language skills negatively affect team effectiveness. A higher virtualization level is associated with more frequent work challenges (culture and foreign language challenges, time zone differences) and team performance.

The Effect of Person-Team Conscientiousness Fit on Knowledge Sharing: The Moderating Role of Internal Team Environment

Drawing on studies of person-team fit and theory of team-member exchange, we examined the effect of fit versus misfit between a team member’s conscientiousness and his/her team’s composition of conscientiousness on the member’s knowledge sharing. We hypothesized that person-team conscientiousness fit would lead to more knowledge sharing because a member who fits his/her team with respect to conscientiousness tends to have similar achievement striving with the team and low exchange cost. Using the method of polynomial regression in two studies in different regions and research settings, we obtained consistent results that person-team conscientiousness fit is positively associated with a team member’s knowledge sharing. We further found that internal team environment moderates the relationship between person-team conscientiousness fit and knowledge sharing such that it makes the relationship weaker. Our study demonstrated that to better understand the effect of personality on knowledge sharing in teams, it is beneficial to simultaneously consider the interplay among member personality, team personality, and team contexts.

Influence of Team Personality and Composition on Team Communication in Interdisciplinary Design Courses

• Personality traits affect team communication in interdisciplinary courses • Attribute- and person-centered perspectives are considered • Conscientiousness and emotional stability positively affect team communications • Low-agreeableness and overcontrol-type members negatively affect team communications

Fostering team learning orientation magnitude and strength: Roles of transformational leadership, team personality heterogeneity, and behavioural integration

Team learning orientation magnitude and strength are important to sustain group effectiveness and adaptability, but scant research has investigated them simultaneously. We examine how transformational leadership, behavioural integration, and the degree of team personality heterogeneity in extraversion and agreeableness contribute to the magnitude and strength of team learning orientation. In study 1, using a time‐lagged survey sample of 50 work teams, we found that transformational leadership was associated with two team learning orientation aspects through the mediation of behavioural integration. In study 2, in a survey sample of 72 teams, we replicated these findings and further demonstrated that the relationship between transformational leadership and behavioural integration is enhanced when there is greater personality homogeneity in agreeableness. Our findings suggest that transformational leadership is able to converge a high and strong learning orientation in work teams through prompting behavioural integration among members, yet the influence of transformational leadership is contingent on the degree of team personality heterogeneity. Our research conclusions highlight important insights for team leaders about how to create a strong team climate of learning in order to sustain the long‐term success of their work teams.Practitioner points Transformational leadership is shown to be associated with high levels of team learning orientation magnitude and strength. Thus, to encourage team learning, adopting transformational leadership training is an effective strategy. To converge team learning orientation (i.e., promoting strength), it is important for transformational leaders to encourage information exchange, collaboration, and joint decision‐making (i.e., behavioural integration) among team members. The influence of transformational leadership can be amplified when the team is homogenous on members’ personality. As a result, providing leaders with knowledge of the ‘deep‐level’ composition of team members could help them better foster team behavioural and learning dynamics

Perfectionists, Laid-Backs, or a Mix of the Two: Which Team Composition Benefits Failure Learning?

The present study elaborates on how conscientiousness composition contributes to explaining whether teams learn from collective failure experiences. Specifically, we combine ideas from the team personality and failure learning literatures to develop hypotheses on how team mean conscientiousness and team conscientiousness diversity contribute to explaining team failure learning. We test our hypotheses based on archival and complementary survey data for a sample of 85 store teams from 20 different bakery companies. In line with our theoretical arguments, the results reveal that teams are more likely to learn from failure experiences when a medium rather than low or high level of team mean conscientiousness is present. Moreover, we find that teams are more likely to learn from failure for subsequent performance when team conscientiousness diversity is low rather than high. We discuss the implications of our study for research on failure learning and team personality and derive practical implications.

How Humble Employees Mitigate Workplace Incivility: Role of Humility Composition and Humility Norm

The present study aims to explore the social oil function of humility to argue why having many humble people in a workgroup can help to diminish the occurrence of workplace incivility. Relying on the dynamic team personality theory and trait activation theory, we hypothesize that groups with a high mean and low diversity on members’ humility can particularly converge a strong collective humility norm, which in turn reduces the occurrence of uncivil events. We further argue that although in general humble individuals are less likely suffered from uncivil treatments, this beneficial effect of being humble would be weakened neutralized if there is a low collective humility norm. Using a sample composed of 83 professional work teams in Taiwan, we find support to our proposed theoretical model. Our study contributes to the respective literature on workgroups, incivility, and humility by identifying both dispositional and situational antecedences of workgroup incivility and by demonstrating the joint effects these antecedents have on mitigating individuals’ experienced workplace incivility. The research findings also yield important implications for team building and team management.

Managing the social aspects of software development ecosystems: An industrial case study on personality

AbstractThe social aspects of software development encompass concerns such as motivating practitioners, building effective teams, and developing personal relations. Not surprisingly, perhaps, many software projects fail due to personality conflicts within team members. This study investigates the personality traits of 132 software practitioners by employing a tailored interactive assessment that was specifically developed for software development organizations. To assess the personality characteristics of the software teams as a whole, the results of 20 project teams were visualized by using personality–team radar charts. The validity part of the study was performed through validation interviews with experts from the field, discussing their experiences using the interactive assessment. The findings of this investigation complement those of earlier studies that suggest that productive team members who were working on social isolation showed higher introversion. In particular, this study strengthens the idea that agreeableness was observed in agile teams. Ultimately, the present data also highlight the existence of conscientiousness personalities in agile software development.

Investigating the relationship between personalities and agile team climate of software professionals in a telecom company

Context: Previous research found that the performance of a team not only depends on the team personality composition, but also on the interactive effects of team climate. Although investigationon p ...

Moderating Effect of Employee Engagement on the Relationship between Personality Traits and Team Performance: A Study of Employees in Private Colleges in Oman

This study examines the impact of the five-factor model of personality on team performance of teaching and administration staff in private colleges in Oman. The five-factor model consists of extroversion, agreeableness, conscientiousness, openness to experience and neuroticism. A field study had been conducted using a sample size of 130 employees in private colleges in Oman. Data was collected through a 36-item questionnaire through convenience sampling. As anticipated, the results are consistent with many previous searches presenting the relationship between agreeableness, conscientiousness, extroversion, and openness to experience on team performance is positive and significant while neuroticism has a negative relationship with team performance. Employee engagement does moderate the relationship between extroversion, agreeableness, conscientiousness, neuroticism and team performance. Employee engagement has a minor moderating effect on the relationship between openness to experience and team performance. The study has enlightened the reality of the relationship between personality traits and team performance with a clear understanding of the academic administration of colleges in Oman. Therefore, organizations should consider the personality traits of employees to improve the overall performance of teams. The sampling from a similar type of organization and exclusion of some of the contextual variables are limitations of this study that hinder generalization to other industries and contexts. This research recommends to include other variables such as gender difference and organizational culture through a cluster of organizations with a large sample that may add more to the validity of results for generalization.

The role of technology in collaborative consumer communities

Purpose While some collaborative consumption activities are underpinned by commercial logics and dispositions, local collaborative consumer communities are organised around non-commercial values and driven by the desire to organise social relationships differently. These communities are based on the notions of a commons, sharing and reciprocity. However, because they make little use of digital tools (internet to coordinate the exchange of services, social media to communicate), they are not very visible to consumers. This paper aims to identify these non-commercial organisations’ relationship to digital tools and determine how these organisations can generate individual and/or collective well-being. Design/methodology/approach This study examined the case of the local exchange trading system (LETS), a local collaborative consumer community that practices a moneyless exchange of services. A qualitative study was conducted based on 23 in-depth interviews with LETS managers. Findings Due to the communities’ local roots and regular face-to-face meet-ups, there did not seem to be a pressing need to use an online platform to coordinate the exchange of services. However, the results showed that the use of digital tools increased these communities’ well-being potential (e.g. development of social ties, solidarity and social equality) while reducing their negative effects (e.g. fatigue due to community involvement and difficulty integrating new members). They also introduce the notions of generation, founder’s personality and management team’s dynamism into the collaborative consumption literature. Originality/value It is important to focus on how these “alternative” markets function. Consumers use them but without abandoning more traditional markets. Understanding how they work improves the understanding of the competition they pose to traditional services and how the different ecosystems complement one another.

Built for unity: assessing the impact of team composition on team cohesion trajectories

Team cohesion is a critical factor for team effectiveness. Cohesion is a dynamic emergent state, demonstrating important changes as a function of the interactions among team members. Given the important role of individual differences for impacting the quality of social interactions as well as the resulting appraisals of individuals, it is not surprising that a plethora of studies find significant relationships between team composition and team cohesion. Unfortunately, knowledge of how individual difference composition influences changes in cohesion over time is still lacking. Therefore, drawing on theories on the development of interpersonal relationships, we tested predictions regarding the role of team personality and goal orientation for shaping the longitudinal trajectories of social and task cohesion. More specifically, we used a highly interdependent laboratory simulation to assess the differential impact that individual differences have on the initial status (i.e., intercept) and change (i.e., slope) in cohesion over time. Growth curve modeling results suggest support for our predictions that different individual differences uniquely predict the intercepts and slopes of task and social cohesion. Implications for the composition and intervention of teams are discussed.

Linking Personality Trait Variance in Self-Managed Teams to Team Innovation

Researchers have suggested that some personality traits are associated with better team functioning when team members are homogeneous, whereas other personality traits improve team functioning when team members are heterogeneous. This article extends these ideas to team innovation and examines (a) how team variance in extraversion, agreeableness, openness, and conscientiousness relates to innovation in teams; and (b) how these relationships dynamically evolve over time. Our study included 704 surveys completed by 243 team members in 32 teams, at three time points. Results revealed that teams with less variance in extraversion showed higher levels of team innovation. For agreeableness and openness, we did not find main effects of team heterogeneity on team innovation. For teams with low heterogeneity in agreeableness, however, team innovation decreased over time. Team variance in conscientiousness was negatively associated with team innovation. Our findings provide support that team personality plays a role for innovation.

Personality traits of entrepreneurial top management team members and new venture performance

Management practitioners and leadership experts regard personality traits as important attributes of individual, team, and organizational performance. However, few scholars have studied the inner workings of the performance of a new venture as regards the personality traits of the entrepreneurial top management team (TMT). We investigated 156 entrepreneurial TMTs of new ventures in China's Optical Valley, and found that: (a) the entrepreneurial TMT's extraversion, agreeableness, conscientiousness, and openness to experience all have a positive impact on a new venture's performance, but neuroticism did not; (b) Knowledge integration had a partial mediating effect on the relationship between the TMT's extraversion, agreeableness, conscientiousness, and openness to experience and the performance of the venture; (c) A transformational leadership style of entrepreneurial TMT leaders was found to significantly moderate the relationship between the TMT's extraversion, conscientiousness, and openness to experience and the new venture's performance. The findings not only contribute to theories of entrepreneurial TMT, team personality composition, and knowledge management, but also have practical significance for improving the performance of new ventures.

The brand personality of professional football teams

PurposeThe purpose of this paper is to test the psychometric properties of the Team Brand Personality Scale by Blank et al. (2013, 2018) in the context of the professional football clubs in Greece, based on the perceptions of fans for their own team and the rival team. The brand personality team scores of the fans are also used to create a league map presenting the brand personality of the different teams of the Greek football Super League.Design/methodology/approachFollowing a quantitative research design, 724 Greek football fans completed an electronic questionnaire assessing demographics, brand personality, team identification, sport involvement, attitudinal loyalty and game attractiveness.FindingsThe results partially confirmed the psychometric properties of the brand personality scale and suggested that the notion of brand personality influences positively the attitudinal loyalty and game attractiveness of the fans. Based on the results, the personality structure for the football league was also created and discussed.Research limitations/implicationsThis study was set to focus only on the brand personality perceptions of the highly identified fans of football teams, known in the literature as realized brand personality. However, a thorough understanding of the particular concept requires also the perspective of sport marketers who may perceive the brand personality in a different manner (i.e. intended brand personality), so as to build a holistic picture of brand personality of football teams.Practical implicationsThis research confirms that football teams have already projected a unique personality among their highly identified fans which can be used by marketing practitioners while designing integrated communication strategies.Originality/valueThis paper contributes to the broad brand personality literature by replicating Blank’s et al.’s sport team personality scale to the Greek context and the league level, involving both supporting fans and rivals.

Team Conscientiousness, Team Safety Climate, and Individual Safety Performance: a Cross-Level Mediation Model

Responding to calls for studies to examine the cross-level influence of team personality composition, we hypothesized a cross-level mediation model of the effects of different operationalizations of team conscientiousness (i.e., mean, minimum, maximum, and variance) on individual safety performance through team safety climate. We tested our model using a three-wave longitudinal design with a sample of 451 employees and 70 supervisors nested within 70 teams from two branches of one hospital. The results of our multilevel path analyses indicated that the mean, minimum, and variance—but not maximum—operationalizations of team conscientiousness at time 1 were significantly related to team safety climate at time 2. Further, team conscientiousness (i.e., mean, minimum, and variance) at time 1 exerted a top-down influence on both self-ratings and supervisor ratings of individual safety compliance and safety participation at time 3 through team safety climate at time 2, suggesting that team personality composition can influence outcomes at different levels of analyses. Theoretical and practical implications of these findings are discussed.

Compatibility of Small Team Personalities in Computer-Based Tasks

There are works that study personality and task performance but there are no (or very few works) that study the balancing of personalities within teams that work together towards a common goal in computer-based tasks. This study investigates how personality compatibility in collaborative tasks affects performance, intra-group communication and participants’ emotions for computer-based tasks and introduces the challenges for research in this field. Using the DISC (dominance, inducement/influence, submission/steadiness, compliance) tool for personality assessment and team compatibility, 12 teams were created with either balanced or imbalanced personality compositions. Results showed statistical differences in emotions between the two experimental conditions and also differences in terms of time needed for the completion of the game. The present work showed the qualitative differences between cooperative tasks and revealed the challenges of studying further team compatibility for different tasks.

How to build your team for innovation? A cross‐level mediation model of team personality, team climate for innovation, creativity, and job crafting

Although multiple theories propose that team proactive personality shapes team climate for innovation, this theoretical proposition is yet to be tested by empirical studies. Drawing upon multiple theories (e.g., sense‐making theory and theories regarding social norms), we hypothesized a cross‐level mediation model of the effects of different operationalizations of team proactive personality on team climate for innovation, as well as individual creative performance and job crafting. We tested our hypothesized model using a 2‐wave longitudinal design collecting data from a sample of 187 employees and their supervisors nested within 38 teams from an Information Technology company. The results of multilevel mediation path analysis indicated that team proactive personality (i.e., mean, minimum, and maximum) was significantly and positively related to team climate for innovation. Further, team proactive personality at Time 1 exerted a cross‐level influence on individual creative performance (rated by supervisors) and job crafting at Time 2, through team climate for innovation. Finally, different operationalizations (mean, maximum, minimum, and standard deviation) of team proactive personality revealed differential relationships with team climate for innovation. These findings suggest that team proactive personality can influence outcomes at different levels of analyses. Theoretical and practical implications of these findings are discussed.Practitioner points Team proactive personality (i.e., mean, maximum, and minimum) positively related to team climate for innovation. Team climate for innovation positively related to both individual creativity and job crafting. Team climate for innovation mediated the top‐down effects of team proactive personality on individual creativity and job crafting. Employers may consider proactive personality as one criterion at the stages of selecting and staffing of team members for creative jobs and creative team projects.