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Piccoli, Gabriele, Anne Powell, and Blake Ives. "Virtual teams: team control structure, work processes, and team effectiveness." Information Technology & People 17, no. 4 (December 2004): 359–79. http://dx.doi.org/10.1108/09593840410570258.
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Carlson, John R., Dawn S. Carlson, Emily M. Hunter, Randal L. Vaughn, and Joey F. George. "Virtual Team Effectiveness." Journal of Organizational and End User Computing 25, no. 2 (April 2013): 1–18. http://dx.doi.org/10.4018/joeuc.2013040101.
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The work of virtual teams is increasingly important to today’s organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.
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van der Haar, Selma, Mieke Koeslag-Kreunen, Eline Euwe, and Mien Segers. "Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams." Small Group Research 48, no. 2 (February 10, 2017): 215–48. http://dx.doi.org/10.1177/1046496417689897.
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Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.
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Delgado Piña, María Isabel, Ana María Romero Martínez, and Luis Gómez Martínez. "Teams in organizations: a review on team effectiveness." Team Performance Management: An International Journal 14, no. 1/2 (March 7, 2008): 7–21. http://dx.doi.org/10.1108/13527590810860177.
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Delva, Dianne, Margaret Jamieson, and Melissa Lemieux. "Team effectiveness in academic primary health care teams." Journal of Interprofessional Care 22, no. 6 (January 2008): 598–611. http://dx.doi.org/10.1080/13561820802201819.
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Tiejun, Wu, Wang Wenjun, Bi Xin, and Liu Dianzhi. "Mediating Effect of Team Trust Between Team Conflict and Team Effectiveness in Self-management Teams." Journal of Applied Sciences 13, no. 9 (April 15, 2013): 1504–8. http://dx.doi.org/10.3923/jas.2013.1504.1508.
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Arora, Rachna, Sandeep Gajendragadkar, and Netra Neelam. "Team Effectiveness: A Key to Success in ‘IT Organizations’." Australasian Accounting, Business and Finance Journal 17, no. 1 (2023): 97–110. http://dx.doi.org/10.14453/aabfj.v17i1.08.
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This study is an attempt is to examine the relationship between different characteristics which makes project teams effective and lead to the success of projects in IT organizations. A survey was conducted on 110 IT professionals who are part of various project teams in IT organizations. A correlation test is used to see the interdependence, and a linear regression model is used to establish a relationship in team effectiveness variables. The result shows that team purpose and goals, team roles, team processes and team relationships contribute to the team's effectiveness and are interdependent. Team purpose & goals and team relationships are positively related. Team roles are also positively related to team processes. There is a need to build and maintain effective teams to maximize team productivity in the organization. This paper lays emphasis on the necessity of investing efforts in various team effectiveness dimensions, regarding team purpose and goals, team roles, team processes and team relationships for developing effective teams. Teamwork is an important lever to create a competitive edge in a globalized competitive environment, so this study contributes significantly to evaluating characteristics responsible for team effectiveness in IT organizations and would be useful for managers to create effective & resilient teams as workplace resilience has been considered an essential asset for enhancing performance and well-being in the face of challenging circumstances.
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Turner, John, Rose Baker, Zain Ali, and Nigel Thurlow. "A New Multiteam System (MTS) Effectiveness Model." Systems 8, no. 2 (April 19, 2020): 12. http://dx.doi.org/10.3390/systems8020012.
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Team effectiveness models in the literature are primarily concentrated on traditional teams, with few involving the multiteam system (MTS) level of analysis in the model. Teams achieve their goals by managing both teamwork (e.g., interpersonal, effective, motivational, cognitive) and taskwork (e.g., strategy, goal setting, project management) activities. When MTSs are involved, multiple teams manage their own teamwork and taskwork activities, while leadership must be in place to coordinate these activities within and between teams in order to achieve the organization’s goal (the MTS’s goal). This research study conducted a systematic review of current team effectiveness frameworks and models. A narrative-based method for theorizing was utilized to develop a new MTS team effectiveness framework. This research contributes to the MTS literature by providing a new formula for team effectiveness at both the team level (team effectiveness formula) and the MTS level (MTS team effectiveness formula). This research aids managers, practitioners, and researchers by providing a tool that accounts for all levels and temporal processes.
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Leach, Linda Searle, and Ann M. Mayo. "Rapid Response Teams: Qualitative Analysis of Their Effectiveness." American Journal of Critical Care 22, no. 3 (May 1, 2013): 198–210. http://dx.doi.org/10.4037/ajcc2013990.
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Background Multidisciplinary rapid response teams focus on patients’ emergent needs and manage critical situations to prevent avoidable deaths. Although research has focused primarily on outcomes, studies of the actual team effectiveness within the teams from multiple perspectives have been limited. Objective To describe effectiveness of rapid response teams in a large teaching hospital in California that had been using such teams for 5 years. Methods The grounded-theory method was used to discover if substantive theory might emerge from interview and/or observational data. Purposeful sampling was used to conduct in-person semistructured interviews with 17 key informants. Convenience sampling was used for the 9 observed events that involved a rapid response team. Analysis involved use of a concept or indicator model to generate empirical results from the data. Data were coded, compared, and contrasted, and, when appropriate, relationships between concepts were formed. Results Dimensions of effective team performance included the concepts of organizational culture, team structure, expertise, communication, and teamwork. Conclusions Professionals involved reported that rapid response teams functioned well in managing patients at risk or in crisis; however, unique challenges were identified. Teams were loosely coupled because of the inconsistency of team members from day to day. Team members had little opportunity to develop relationships or team skills. The need for team training may be greater than that among teams that work together regularly under less time pressure to perform. Communication between team members and managing a crisis were critical aspects of an effective response team.
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Khan, Mohammad Saud, Robert J. Breitenecker, and Erich J. Schwarz. "Adding fuel to the fire." Management Decision 53, no. 1 (February 9, 2015): 75–99. http://dx.doi.org/10.1108/md-02-2014-0066.
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Purpose – The purpose of this paper is to examine how diversity in need for achievement (nfA) a well-established entrepreneurial personality trait impacts team performance (effectiveness and efficiency) in Austria. In addition, it investigates the interaction effects of Team Mean nfA and relationship conflicts on the nfA diversity-performance relationship. Design/methodology/approach – Data originated from 44 entrepreneurial teams based in nine business incubators in Austria. Partial least squares structural equation modelling was used to estimate the model. Findings – Results indicate that, in general, nfA diversity has a negative impact on entrepreneurial team effectiveness and efficiency. However, acknowledging the importance of nfA for being entrepreneurial, diversity in nfA could improve team effectiveness when the prevailing team nfA (mean) is low. The dysfunctional role of relationship conflicts for entrepreneurial team performance is confirmed; nonetheless, similarity in nfA could help teams to cope more successfully with these potentially negative consequences. Originality/value – The paper puts forth one of the first empirical investigations of nfA and performance at a team level in an entrepreneurial field setting. Moreover, a contextually specific contribution of examining nfA diversity, team nfA (mean), relationship conflicts and team performance also augments team deep-level diversity and conflict literature. Finally, this study highlights that entrepreneurial teams could effectively leverage their human capital by realizing that some types of deep-level homogeneity (nfA) might prove helpful in neutralizing the damaging effects of relationship conflicts.
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Puente-Palacios, Katia Elizabeth, and Raquel Trinchão de Jesus Barouh. "Relationship between team learning and team effectiveness." Journal of Workplace Learning 33, no. 7 (May 18, 2021): 534–46. http://dx.doi.org/10.1108/jwl-11-2020-0180.
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Purpose The purpose of this paper is two-fold: first, to demonstrate that learning occurs as a collective process in addition to traditional individual learning and second, to identify its antecedents and consequences at the team level. Design/methodology/approach Data were gathered using questionnaires answered by 356 participants organized in 90 teams. Quantitative analytic strategies were applied to verify if individual answers of team members were similar enough to compound team scores and to measure the predictive power of the proposed model. Findings Results showed that team learning is a collective phenomenon: intra-team differences were small and differences between teams were significant. Additional results demonstrated that team learning is predicted by team potency (34%) and, at the group level, explains 5% of the team’s satisfaction. Practical implications The findings of the present research suggest that organizational managers can improve the results of teams by supporting the development of social processes such as potency and learning. Originality/value Learning in organizations has received close attention in recent years. However, publications are focusing mostly on the individual learning that occurs in teams and organizations. The main contribution of this paper is to demonstrate what characterizes team learning as a collective process and which relations it maintains with other team processes.
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Henttonen, Kaisa, Jan-Erik Johanson, and Minna Janhonen. "Work-team bonding and bridging social networks, team identity and performance effectiveness." Personnel Review 43, no. 3 (April 14, 2014): 330–49. http://dx.doi.org/10.1108/pr-12-2011-0187.
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Purpose – The focus in this paper is on the extent to which bonding and bridging social relationships predict the performance effectiveness and attitudinal (identity) outcomes. Design/methodology/approach – The research was survey-based, involving 76 work teams and a total of 499 employees in 48 organisations. Findings – The analysis reveals a positive relationship between both bonding and bridging relationships and performance effectiveness and attitudinal outcomes. Team identity mediates the relationship between the team ' s social-network structure and its performance effectiveness. Research limitations/implications – The research investigates the performance effectiveness and attitudinal outcomes of social networks simultaneously, which is rare, but for study-design reasons fails to investigate behavioural outcomes. More extensive data would reveal more about the possible interaction between bridging and bonding. Practical implications – In order to improve performance effectiveness managerial attention should focus on building a team and social networks. Originality/value – The research shows that team identity fully mediates the influence of bonding and bridging social relationships. This finding sheds light on the processes that mediate performance effectiveness, which in turn facilitate understanding of how team dynamics lead to differing performance levels. The results also reveal how the type of social network affects the creation of a team identity: individuals identify with the team through the social networks to which they belong both within it and outside. Thus, team identity matters given the evidence suggesting that those who identify more with their work teams perform more effectively.
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Ziek, Paul, and Stacy Smulowitz. "The impact of emergent virtual leadership competencies on team effectiveness." Leadership & Organization Development Journal 35, no. 2 (February 25, 2014): 106–20. http://dx.doi.org/10.1108/lodj-03-2012-0043.
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Purpose – The research on virtual team leadership does well to describe the skills that are needed to guide and direct effective teams. However, what is presupposed in the previous research is that virtual teams have assigned leaders. That is, leaders were either management, appointed by management or were chosen by the team itself. Yet in today's global economy not all virtual teams have assigned leaders, instead many virtual team leaders emerge on their own to direct the group's actions. The purpose of this paper is to examine which emergent leadership competencies most impact virtual team effectiveness. Design/methodology/approach – This is a mixed method study where both a participant survey and content analysis of actual participant messages are used to determine the competencies of emergent virtual team leaders. The research participants for the current study were required to work in assigned teams on organizational case analyses. At the end of each case, teams presented their solutions in the form of final recommendations designed to fix the problem present in the case. Findings – Results indicate that not only do leaders emerge in virtual teams, but in most cases multiple leaders emerge. Results also show that the model that best describes team effectiveness includes the competencies of asking questions, cognitive and creative ability and vision setting. Originality/value – The contribution of the current study is that it extends the research on emergent virtual team leadership by introducing the idea that this type of leadership is often a collective action among individuals. It also advances a model of emergent virtual team leadership as a practice of communication. The better emergent virtual team leaders are at communicating to team members the more effective the team will be in completing tasks and projects, which in turn can lead to a more effectively functioning business unit.
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Farrington, Shelley Maeva, Elmarie Venter, and Christo Boshoff. "The Role of Selected Team Design Elements in Successful Sibling Teams." Family Business Review 25, no. 2 (November 28, 2011): 191–205. http://dx.doi.org/10.1177/0894486511426871.
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For any team to function effectively, several basic elements need to be present. The extent to which these elements are present increases the chances of a successful team outcome. Since a family business can be viewed as a type of team, the literature on how to design effective teams is also relevant to business families. The primary objectives of this study are to identify the team design elements commonly referred to in the family business literature and to empirically test their influence on the effectiveness of South African sibling teams in family businesses. The empirical findings of this preliminary study show that physical resources, skills diversity, and strategic leadership are important determinants of sibling team success whereas role clarity and competence are not.
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Gust‐Thomason, Suzzanne, and John T. Yantis. "ASSESSMENT OF TEAM LEADER EFFECTIVENESS WITHIN SELF‐MANAGED TEAMS." Community College Journal of Research and Practice 22, no. 2 (January 1998): 159–67. http://dx.doi.org/10.1080/1066892980220207.
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Ortega, Aída, Miriam Sánchez-Manzanares, Francisco Gil, and Ramón Rico. "Team Learning and Effectiveness in Virtual Project Teams: The Role of Beliefs about Interpersonal Context." Spanish journal of psychology 13, no. 1 (May 2010): 267–76. http://dx.doi.org/10.1017/s113874160000384x.
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There has been increasing interest in team learning processes in recent years. Researchers have investigated the impact of team learning on team effectiveness and analyzed the enabling conditions for the process, but team learning in virtual teams has been largely ignored. This study examined the relationship between team learning and effectiveness in virtual teams, as well as the role of team beliefs about interpersonal context. Data from 48 teams performing a virtual consulting project over 4 weeks indicate a mediating effect of team learning on the relationship between beliefs about the interpersonal context (psychological safety, task interdependence) and team effectiveness (satisfaction, viability). These findings suggest the importance of team learning for developing effective virtual teams.
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Farrington, Shelley, Christo Boshoff, and Elmarie Venter. "The impact of intra-group processes on family business success." South African Journal of Economic and Management Sciences 14, no. 1 (March 17, 2011): 8–23. http://dx.doi.org/10.4102/sajems.v14i1.52.
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Interpersonal ties and intra-group processes influence the ability of people to work together effectively as teams. In the context of the family business team, intra-group processes describe the interaction that takes place between the family members and the resultant psychological climate that exists in the family business. Given the increasing number of sibling teams among family businesses, as well as the challenges they face as team members, this study focuses on sibling teams in family businesses and the intra-group processes that influence their success. Consequently, the primary objective of this study is to identify and empirically test the intra-group processes influencing the effectiveness of sibling partnerships. A structured questionnaire was distributed to 1323 sibling partner respondents. The respondents were identified by means of a convenience snowball sampling technique, and the data were collected from 371 usable questionnaires. The empirical findings of this study show that the sibling relationship and fairness are important determinants of sibling team effectiveness.
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Mickan, Sharon M. "Evaluating the effectiveness of health care teams." Australian Health Review 29, no. 2 (2005): 211. http://dx.doi.org/10.1071/ah050211.
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While it is recognised that effective health care teams are associated with quality patient care, the literature is comparatively sparse in defining the outcomes of effective teamwork. This literature review of the range of organisational, team and individual benefits of teamwork complements an earlier article which summarised the antecedent conditions for (input) and team processes (throughput) of effective teams. This article summarises the evidence for a range of outcome measures of effective teams. Organisational benefits of teamwork include reduced hospitalisation time and costs, reduced unanticipated admissions, better accessibility for patients, and improved coordination of care. Team benefits include efficient use of health care services, enhanced communication and professional diversity. Patients report benefits of enhanced satisfaction, acceptance of treatment and improved health outcomes. Finally, team members report enhanced job satisfaction, greater role clarity and enhanced well-being. Due to the inherent complexity of teamwork, a constituency model of team evaluation is supported where key stakeholders identify and measure the intended benefits of a team.
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Müller, Elisabeth, Sandra Pintor, and Jürgen Wegge. "Shared leadership effectiveness: perceived task complexity as moderator." Team Performance Management: An International Journal 24, no. 5/6 (August 13, 2018): 298–315. http://dx.doi.org/10.1108/tpm-09-2017-0048.
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PurposeThis paper aims to examine the effect of shared leadership on both quantity and quality of team performance, predicting that shared leadership enhances performance by affecting quantity (level of performance) as well as quality (team errors). In addition, this paper also investigates the role of perceived task complexity in moderating the effect of sharing leadership on team performance.Design/methodology/approachIn total, 26 teams (N= 78) were asked to work on an interdependent team-task, where they engaged in a laboratory team decision-making exercise.FindingsResults revealed that teams sharing leadership made fewer errors. They achieved higher levels of quality of performance. As predicted, this effect was stronger when team members perceived the task as highly complex, even though objective task difficulty was constant.Research limitations/implicationsThis study extends current literature on shared leadership by documenting that sharing the lead in teams can also improve the quality of team performance and that perceived complexity of tasks is an important moderator of this effect.Practical implicationsBased on the findings, influencing perceptions of task complexity can be considered as an important strategy to stimulate shared leadership in teams.Originality/valueUsing social network approach, the authors showed that shared leadership is an important tool for preventing team errors and offer a new explanation for inconsistent findings from recent meta-analyses by showing that perceived task complexity moderates the effects of shared leadership. Additionally, this study offers an original team task for investigating shared leadership in teams.
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Lematta, Glenn J., Shawaiz A. Bhatti, Hudson D. Graham, Joy Kim, Walter C. Fazio, Eric Holder, and Nancy J. Cooke. "Team Communication in Pre-Mission Briefs and Effectiveness in Distributed Action Teams." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 66, no. 1 (September 2022): 1596–600. http://dx.doi.org/10.1177/1071181322661219.
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Workplace research suggests that roughly equal communication between teammates is positively associated with team effectiveness. A distinction between teams in these studies and distributed action teams is the degree of role specialization and context-driven communication which may entail unequal degrees of communication. Yet, distributed action teams may have more equal footing to provide inputs in contexts such as mission planning or briefings. Twenty-two ad hoc teams participated in a simulated ground combat vehicle task in which teams conducted six-missions and briefed before each mission. We used team performance, team situation awareness, team workload, and team resilience as team effectiveness criteria. Balanced degrees of communication in mission briefs were correlated with performance and resilience measures, and largely uncorrelated with situation-awareness and workload measures. The overall amount of communication was also largely uncorrelated with all effectiveness measures. The results suggest that communication balance in mission briefs may help predict effectiveness in action teams.
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Ramayah, T., Muhamad Jantan, Aizzat Mohd. Nasurdin, and Koay Hooi Ling. "Internal Group Dynamics, Team Characteristics, and Team Effectiveness: A Preliminary Study of Virtual Teams." International Journal of Knowledge, Culture, and Change Management: Annual Review 3, no. 1 (2004): 0. http://dx.doi.org/10.18848/1447-9524/cgp/v03/59105.
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Hoogeboom, Marcella A. M. G., and Celeste P. M. Wilderom. "A Complex Adaptive Systems Approach to Real-Life Team Interaction Patterns, Task Context, Information Sharing, and Effectiveness." Group & Organization Management 45, no. 1 (June 21, 2019): 3–42. http://dx.doi.org/10.1177/1059601119854927.
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Interaction dynamics are considered to be key characteristics of complex adaptive systems (CAS). Taking a CAS approach, this study examines how three team interaction patterns affect team effectiveness. Specifically, we analyze recurring, heterogeneous, and participative patterns of team interaction in routine and nonroutine team-task contexts. Fine-grained coding of video-based footage plus nonlinear dynamical systems (NDS) statistics are used to identify the interaction patterns in a sample of 96 real-life teams, comprising 1,395 team members. We establish that recurring patterns of team interaction reduce perceived team information sharing and, in turn, team effectiveness and that these harmful effects are more pronounced in teams doing nonroutine work than in those engaged in routine work. Participative team interaction was found to be positively related to a high level of perceived team information sharing and effectiveness. Heterogeneous team interaction was not associated with perceived team information sharing and effectiveness. Post hoc analyses, in which the behavioral content of the interaction patterns of the 15 most effective and least effective teams is compared, revealed primarily task-directed patterns in the most effective teams. We offer practical recommendations for team development and call for more CAS research on the communicative behaviors within teams of knowledge workers.
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Pratoom, Karun. "Differential Relationship of Person- and Task-Focused Leadership to Team Effectiveness: A Meta-Analysis of Moderators." Human Resource Development Review 17, no. 4 (July 25, 2018): 393–439. http://dx.doi.org/10.1177/1534484318790167.
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Building on previous findings of C. S. Burke et al. and Ceri-Booms et al., this meta-analytic review aims to investigate the moderating impact of team size, interdependence, power distance culture, effectiveness criteria, and study settings on the differential relationship of person- and task-focused leadership with team effectiveness. Based on 52 studies with 4,958 teams, results suggested that the differential effects of leadership were moderated by effectiveness criteria and the interaction between team characteristics and culture in societies. In high power distance societies, the relationship between person-focused leadership and team effectiveness was stronger in small teams that were characterized by high interdependence. In low power distance societies, the larger effect size of a person-focused leader was found in small teams, while task-focused leadership emerged as a stronger predictor of team effectiveness than person-focused leadership in large teams. Results can be used to guide leader development programs needed to enhance team effectiveness.
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Handke, Lisa, Florian Klonek, Thomas A. O’Neill, and Rudolf Kerschreiter. "Unpacking the Role of Feedback in Virtual Team Effectiveness." Small Group Research 53, no. 1 (November 22, 2021): 41–87. http://dx.doi.org/10.1177/10464964211057116.
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Feedback is a cornerstone of human development. Not surprisingly, it plays a vital role in team development. However, the literature examining the specific role of feedback in virtual team effectiveness remains scattered. To improve our understanding of feedback in virtual teams, we identified 59 studies that examine how different feedback characteristics (content, source, and level) impact virtual team effectiveness. Our findings suggest that virtual teams benefit particularly from feedback that (a) combines performance-related information with information on team processes and/or psychological states, (b) stems from an objective source, and (c) targets the team as a whole. By integrating the existing knowledge, we point researchers in the direction of the most pressing research needs, as well as the practices that are most likely to pay off when designing feedback interventions in virtual teams.
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El-Kassrawy, Yasser A. "The Impact of Trust on Virtual Team Effectiveness." International Journal of Online Marketing 4, no. 1 (January 2014): 11–28. http://dx.doi.org/10.4018/ijom.2014010102.
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Given the important role of information technology, virtuality has become crucial issue in contemporary organizations. Virtual teams are comprised of members who are located in more than one physical location. They need to be effectively collaborating to harness their full performance capabilities in order to compete in the highly competitive environments. However, virtual team effectiveness is affected by determinants of trust which include three types; personality, cognitive and institutional-based trust. Therefore, this paper examines the impact of trust determinants on virtual team effectiveness represented in virtual team satisfaction and performance. Through a survey of 125 virtual team members who had experienced at least two years in this field, the results indicated that determinants of trust positively influence virtual team satisfaction and virtual team performance. The authors' structural equations modeling findings also support our hypothetical predictions that personality- based trust, cognitive- based trust and institutional- based trust have a dramatic impact on both of virtual team satisfaction and virtual team performance. Moreover, institutional- based trust is the uppermost driver of virtual team effectiveness. This study provides novel insights into virtual team behaviours, managerial and research implications for effective virtual team.
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Reis, Daniela Pinheiro dos, and Katia Puente-Palacios. "Team effectiveness: the predictive role of team identity." RAUSP Management Journal 54, no. 2 (April 8, 2019): 141–53. http://dx.doi.org/10.1108/rausp-07-2018-0046.
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Purpose The purpose of this study was to identify the explanatory power of the affective, cognitive and evaluative aspects of identity with work teams in predicting team effectiveness, represented by the variables: satisfaction with the team, manager-assessed team performance and objective indicators of performance. Design/methodology/approach Data were collected from 131 work teams of a Brazilian public organization with units in all state capitals of the country. Work team identity scale, the work team satisfaction scale, the team performance scale and objective performance indicators collected based on the achievement of the goals set for the units that make up the organization were used. To test the predictive model, three regressions were conducted using the stepwise method. Findings Regression analysis results showed that the evaluative dimension explains about 6% of the performance assessment given by managers, whereas the affective dimension explains 63% of the satisfaction with work teams. No significant results were found for the objective performance indicators. Originality/value The observed findings demonstrate the pertinence of understanding the work team identity as a collective and multidimensional phenomenon, as well as the contribution of its different components in explaining variables that represent effectiveness.
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Ishak, Nurhamizah, Farah Nadzirah Khairuddin, and Nur Shaziella Aziz. "Team Effectiveness among MARA employees." Jurnal Intelek 14, no. 2 (November 29, 2019): 103–16. http://dx.doi.org/10.24191/ji.v14i2.225.
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Effective teams help smoothen organization’s management and increase its productivity. This studyinvestigates level of Team Effectiveness among MARA employees. Quantitative research design wasemployed by researchers for this study. The instrument used was questionnaire with 50 items of close-endedand open-ended form. It was found that the sample has high overall team effectiveness level and also scoredhigh team effectiveness level in all five dimensions that were measured such as team goals and objectives,team roles and responsibilities, team leadership, team relationship and team communication. However,there were no significant differences between team effectiveness and demographic variables such asgender, academic qualifications, years of service and departments. As for the implications of this study, itcontributes to the corpus of knowledge in the area of team effectiveness in local context and providesempirical data to assist organizations in enhancing team effectiveness level amongst employees.
Keywords: Team effectiveness, Organization management, Team
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H. van Dun, Desirée, and Celeste P. M. Wilderom. "Lean-team effectiveness through leader values and members’ informing." International Journal of Operations & Production Management 36, no. 11 (November 7, 2016): 1530–50. http://dx.doi.org/10.1108/ijopm-06-2015-0338.
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Purpose Although empirical tests of effective lean-team leadership are scarce, leaders are often blamed when lean work-floor initiatives fail. In the present study, a lean-team leader’s work values are assumed to affect his or her team members’ behaviors and, through them, to attain team effectiveness. Specifically, two of Schwartz et al.’s (2012) values clusters (i.e. self-transcendence and conservation) are hypothesized to be linked to team members’ degree of information and idea sharing and, in turn, to lean-team effectiveness. The paper aims to report the examination of these hypotheses. Design/methodology/approach Survey responses (n=429) of both leaders and members of 25 lean-teams in services and manufacturing organizations were aggregated, thereby curbing common-source bias. To test the six hypotheses, structural equation modeling was performed, with bootstrapping, linear regression analyses, and Sobel tests. Findings The positive relationship between lean-team effectiveness and leaders’ self-transcendence values, and the negative relationship between lean-team effectiveness and leaders’ conservation values were partly mediated by information sharing behavior within the team. Research limitations/implications Future research must compare the content of effective lean-team values and behaviors to similar non-lean teams. Practical implications Appoint lean-team leaders with predominantly self-transcendence rather than conservation values: to promote work-floor sharing of information and lean-team effectiveness. Originality/value Human factors associated with effective lean-teams were examined, thereby importing organization-behavioral insights into the operations management literature: with HRM-type implications.
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Tjosvold, Dean, Kenneth S. Law, and Haifa Sun. "Effectiveness of Chinese Teams: The Role of Conflict Types and Conflict Management Approaches." Management and Organization Review 2, no. 2 (July 2006): 231–52. http://dx.doi.org/10.1111/j.1740-8784.2006.00040.x.
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Findings based on 186 teams involving 689 employees, working in twelve Chinese state-owned factories in three cities, indicated that a cooperative in contrast to a competitive approach was related to perceived team effectiveness, as measured by both team managers and team members. The role of conflict types for team effectiveness, on the other hand, is ambiguous. Furthermore, conflict management approaches affect team perceptions of relational and task conflict. Results suggest that a cooperative conflict management approach may be equally useful for Chinese work teams, as it is for teams in the Western context.
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Steinke, Julie, Balca Bolunmez, Laura Fletcher, Vicki Wang, Alan J. Tomassetti, Kristin M. Repchick, Stephen J. Zaccaro, Reeshad S. Dalal, and Lois E. Tetrick. "Improving Cybersecurity Incident Response Team Effectiveness Using Teams-Based Research." IEEE Security & Privacy 13, no. 4 (July 2015): 20–29. http://dx.doi.org/10.1109/msp.2015.71.
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Rice, Daniel J., Barry D. Davidson, John F. Dannenhoffer, and Geri K. Gay. "Improving the Effectiveness of Virtual Teams by Adapting Team Processes." Computer Supported Cooperative Work (CSCW) 16, no. 6 (September 22, 2007): 567–94. http://dx.doi.org/10.1007/s10606-007-9070-3.
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Zajac, Stephanie, Andrew Griggs, Katelyn Cavanaugh, Elizabeth Hunter Lazzara, and Courtney Holladay. "Measuring team effectiveness in healthcare: A comprehensive and practical tool." Journal of Clinical Oncology 38, no. 15_suppl (May 20, 2020): e19188-e19188. http://dx.doi.org/10.1200/jco.2020.38.15_suppl.e19188.
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e19188 Background: Publication trends reveal that research on teams and teamwork in healthcare has surged over the past decade. Efforts to improve team effectiveness have also become pervasive, with team training being identified as a top strategy for improving patient outcomes. Unfortunately, measures of team effectiveness in the literature vary greatly and are aimed largely toward clinical teams. The aim of this effort, therefore, is twofold: (1) to provide a tool that can be adapted and used to diagnose performance and guide targeted team training across team types, and (2) to further our understanding of teams across all areas of a healthcare system (clinical, research, and administrative) by providing a standard measurement tool. Methods: We began with a comprehensive framework of team effectiveness developed through a top down (i.e., literature review) and bottom-up (i.e., focus groups, interviews) approach. The framework includes 23 constructs identified as critical to teams (e.g., clear roles, supportive culture, conflict management, shared mental models). Next, three subject matter experts (SMEs) identified and compiled measures of team effectiveness published in the healthcare teams literature. Items were reworded as needed to be generally applicable across healthcare team types. The three SMEs then matched each revised item to the framework by independently labeling each with the framework construct it best represents. Items on which 2 out of 3 experts agreed were kept, and new items were generated as needed for construct coverage resulting in a refined item bank. This item bank was again independently rated on quality of item (e.g., clarity, avoidance of double-barreled questions) and construct representativeness (i.e., ensuring the most important aspects of each construct were captured). Two additional subject matter experts then reviewed the ratings, and kept the top five rated items for each construct, ensuring full coverage of the construct (i.e., removing items that were duplicative and tapped the same part of a construct). Results: The processes above resulted in a measure with 115 items that capture 23 fundamental constructs for teams in healthcare. Conclusions: The measure developed is applicable across team types. It can be adapted and used to diagnose team performance, inform training, and further understanding of what facilitates effective teamwork in multi-team systems performing diverse functions across the healthcare system.
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Holtzhausen, Nico, and Jeremias J. de Klerk. "Servant leadership and the Scrum team’s effectiveness." Leadership & Organization Development Journal 39, no. 7 (September 3, 2018): 873–82. http://dx.doi.org/10.1108/lodj-05-2018-0193.
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Purpose Scrum is a development methodology that has been rapidly gaining popularity over the last decade particularly for software development teams. The Scrum master is sometimes viewed as a servant leader of the Scrum team. The purpose of this paper is to investigate to what extent Scrum masters actually make use of servant leadership and how this impacts on the team’s effectiveness via mediating processes. Design/methodology/approach The research followed a quantitative approach. An online questionnaire was prepared and completed by 71 Scrum team members (excluding Scrum masters) and 22 Scrum masters in more than ten organizations based in Western Cape, South Africa. Findings Scrum masters in this sample extensively used the servant leadership approach, but those who are also appointed as formal team leaders are seen to be considerably better servant leaders by team members. There is a moderately strong correlation between servant leadership of the Scrum master and team effectiveness. It was found that high levels of psychological safety do not necessarily translate into team performance. Research limitations/implications Research was only performed at the unit level of analysis and not the team or organizational level. This was a cross-sectional study and variations over time were not considered. Practical implications The results confirm the importance of servant leadership skills when identifying and developing Scrum masters, appointing the formal team leader role in Scrum teams and implementing Scrum practices effectively. Originality/value As could be established, this is the first time that the role of servant leadership in Scrum teams was formally investigated.
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Hammond, Helen, Jennifer Olson, Francine Edson, Robin Greenfield, and Lawrence Ingalls. "Rural Education Teams: A Team Building Project." Rural Special Education Quarterly 14, no. 1 (March 1995): 3–10. http://dx.doi.org/10.1177/875687059501400102.
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This article describes a rural education project supported by the Idaho Department of Education in which nine education teams participated in team building training. Project staff provided inservice and monitoring to the teams for purposes of establishing transdisciplinary teams, facilitating the education of children in the least restrictive environment, and attaining quality education for all students through heterogeneous grouping. A formalized approach was used to assist the teams in improving their teaming status and consequently the quality of services. Pre- and post measures were taken to analyze the effectiveness of the systematic procedures used with the rural teams
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Singh, Swaran P. "Running an effective community mental health team." Advances in Psychiatric Treatment 6, no. 6 (November 2000): 414–22. http://dx.doi.org/10.1192/apt.6.6.414.
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Community psychiatric teams are an integral part of modern mental health services. The development of such teams has allowed the care of patients to be transferred from institutions to the community. A Cochrane review of community-based programmes showed that community team-based psychiatric services led to a reduction in suicide rates, improved patient engagement and were more acceptable to patients (Tyrer et al, 1999). Community care also reduces the number of days patients stay in hospital, but not the number of admissions (Marshall et al, 1995). However, community mental health teams (CMHTs) have been criticised for their ambiguous and overambitious aims, and their tendency to neglect people with the most challenging health- and social-care needs (Patmore & Weaver, 1991; Sayce et al, 1991). All mental health workers are not necessarily eager, or skilled, to work effectively in teams. Building and maintaining an effective team requires commitment, clarity of purpose, a shared vision and frequent review of team operations. In a previous issue of APT, Burns & Guest (1999) described the adaptation and running of an assertive community treatment team in an inner-city area. Here I examine the attributes of effective CMHTs (Box 1), enumerate barriers and challenges to team-working (Box 2) and suggest strategies for improving team effectiveness (Box 3).
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Eaton, Joshua A., and David J. Mendonça. "Testing an Integrated Team Effectiveness Framework in League of Legends." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 63, no. 1 (November 2019): 240–46. http://dx.doi.org/10.1177/1071181319631466.
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Objective: This paper investigates factors impacting team performance in the Multi-player Online Battle Arena gaming environment, League of Legends™, by testing an integrated Input Mediator-Outcome team effectiveness framework. Background: Secondary data and Naturally Occurring Data Sets (NODS) are data that have been collected from respondents without research interests in mind and can occur naturally in the environment. There are numerous sources of secondary data, including government data, financial databases, industry association groups, and Application Programming Interfaces, which this research utilizes to study the performance of teams. Methods: Path Analysis and Partial Least Squares Discriminant Analysis (PLS-DA) are analytical methods that are well suited for large data sets and sample sizes, confirmatory in nature, and can test a theoretical model. This research utilizes both in order to study factors impacting team performance. Results: A total of 5,927 matches from 742 teams are sampled and analyzed. Six team performance measures are used to discriminate between winning and losing teams, including role familiarity, team familiarity, team effectiveness, team efficiency, and the Kills, Deaths, Assist (KDA) ratio. Using path analysis and supervised PLS-DA, the models led to the successful prediction of 89.4% of the matches. The error rate for the PLS-DA model is 0.106 (Q2 = 0.523; R2 = 0.551). Conclusions: This work shows how objective, detailed data on teamwork may be used to provide insights into questions of the performance of teams. Additionally, the results demonstrate the value of using path analysis and PLS-DA to test an integrated framework. Application: This research highlights the value and feasibility of studying virtual teams for new insights into team performance.
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Teunissen, Claudia, Beverley Burrell, and Virginia Maskill. "Effective Surgical Teams: An Integrative Literature Review." Western Journal of Nursing Research 42, no. 1 (March 10, 2019): 61–75. http://dx.doi.org/10.1177/0193945919834896.
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It is imperative to understand the factors that contribute to effective surgical teams. The aim of this integrative review was to evaluate the aids and barriers for perioperative teams in functioning effectively, preventing adverse events, and fostering a culture of safety. The literature search was undertaken of 15 databases, which resulted in 70 articles being included. It was found perioperative teamwork was not widely understood. Findings indicated barriers to effective surgical teams comprised of confusion in tasks and responsibilities, existing hierarchies and prevailing misconceptions and understanding among team members. Although numerous quality initiatives exist, the introduction of protocols and checklists, team effectiveness in the perioperative setting is still insufficient and challenges in establishing effective surgical teams continue. Further research is recommended to obtain a comprehensive perception of environmental influences and barriers surgical teams encounter in the delivery of safe quality care.
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Temkin-Greener, Helena, Jill Szydlowski, Orna Intrator, Tobie Olsan, Jurgis Karuza, Xueya Cai, Shan Gao, and Suzanne M. Gillespie. "Perceived Effectiveness of Home-Based Primary Care Teams in Veterans Health Administration." Gerontologist 60, no. 3 (January 18, 2019): 494–502. http://dx.doi.org/10.1093/geront/gny174.
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Abstract Background and Objectives Previous studies have shown that staff perception of team effectiveness is related to better health outcomes in various care settings. This study focused on the Veterans Health Administration’s Home-Based Primary Care (HBPC) program. We examined variations in HBPC interdisciplinary teamwork (IDT) and identified modifiable team and program characteristics that may influence staff perceptions of team effectiveness. Research Design We used a broadly validated survey instrument to measure perceived team effectiveness, workplace conditions/resources, group culture, and respondents’ characteristics. Surveys were initiated in January and completed in July, 2016. Methods Team membership rosters (n = 249) included 2,852 IDT members. The final analytical data set included 1,403 surveys (49%) from 221 (89%) teams. A generalized estimating equation model with logit link function, weighted by survey response rates, was used to examine factors associated with perceived team effectiveness. Results Respondents who served as primary care providers (PCPs) were 8% more likely (p = .0044) to view team’s performance as highly effective compared to other team members. Teams with nurse practitioners serving as team leader reported 6% higher likelihood of high-perceived team effectiveness (p = .0234). High team effectiveness was 13% more likely in sites where the predominant culture was characterized as group/developmental, and 7%–8% more likely in sites with lower environmental stress and better resources and staffing, respectively. Conclusions and Implications Team effectiveness is an important indirect measure of HBPC teams’ function. HBPC teams should examine their predominant culture, workplace stress, resources and staffing, and PCP leadership model as part of their quality improvement efforts.
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Michinov, Estelle, and Jacques Juhel. "Multilevel influences of team identification and transactive memory on team effectiveness." Team Performance Management: An International Journal 24, no. 1/2 (March 12, 2018): 106–20. http://dx.doi.org/10.1108/tpm-05-2017-0021.
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Purpose The purpose of this study was to examine the mediating effect of transactive memory between team identification and two outcomes of team effectiveness (i.e. team member satisfaction and team performance). Design/methodology/approach Data were obtained from a survey among 502 employees working in 53 teams, and analyzed by Multilevel Structural Equation Modeling. Findings Results showed that transactive memory partially mediated the relationship between team identification and team effectiveness at the individual level. Moreover, transactive memory, specifically the coordination component, fully mediated the relationship between team identification and team effectiveness at the team level. Research limitations/implications The study used a cross-sectional design for the questionnaire and no objective measure of team performance. Practical implications Managers who want to develop effective work teams may be advised to organize team-building activities to strengthen both affective and cognitive aspects. Originality value This is the first empirical study to examine the relationships between team identification, transactive memory and team effectiveness from a multilevel perspective.
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Ekasingh, Erboon, Roger Simnett, and Wendy J. Green. "The Effect of Diversity and the Mediating Role of Elaboration on Multidisciplinary Greenhouse Gas Assurance Team Effectiveness." Behavioral Research in Accounting 31, no. 1 (September 1, 2018): 81–96. http://dx.doi.org/10.2308/bria-52285.
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ABSTRACT Greenhouse gas (GHG) assurance is increasingly used by companies as a means to increase stakeholder confidence in the quality of externally reported carbon emissions. The multidisciplinary nature of these engagements means that assurance is performed primarily by multidisciplinary teams. Prior research suggests the effectiveness of such teams could be affected by team composition and team processes. We employ a retrospective field study to examine the impact of educational diversity and team member elaboration on multidisciplinary GHG assurance team effectiveness. Results show that team processes such as sufficiency of elaboration on different team member perspectives significantly increases the perceived effectiveness of the teams. While educational diversity is not found to directly improve perceived team effectiveness, it is found to have a positive effect through increasing perceived sufficiency of elaboration. These findings have important implications for standard setters and audit firms undertaking GHG assurance engagements.
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Ormsbee, Christine K., and Kathryn A. Haring. "Rural Preassessment Team Members' Perceptions of Effectiveness." Rural Special Education Quarterly 19, no. 1 (March 2000): 17–25. http://dx.doi.org/10.1177/875687050001900104.
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Preassessment teams are now perceived as a collaborative resource for teachers who have students experiencing learning and behavioral problems. These teams are responsible for providing professional support, identifying and clarifying student problems, designing appropriate interventions, and monitoring student progress. In rural schools, where access to external consultants and research activities is limited and often rare, preassessment teams may be the only opportunity for educators to engage in collaborative problem solving. The purpose of this study was to determine rural preassessment team members' perceptions of effectiveness, identify how they viewed their roles on teams, and delineate how preassessment teams were formulated. Results of a survey of rural school district's preassessment team members indicate they perceive themselves as a very effective support system for their colleagues.
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Kilpatrick, Kelley, Lysane Paquette, Marissa Bird, Mira Jabbour, Nancy Carter, and Éric Tchouaket. "Team Functioning And Beliefs About Team Effectiveness In Inter-Professional Teams: Questionnaire Development And Validation." Journal of Multidisciplinary Healthcare Volume 12 (October 2019): 827–39. http://dx.doi.org/10.2147/jmdh.s218540.
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Onağ, Zeynep, and Mustafa Tepeci. "Team Effectiveness in Sport Teams: The Effects of Team Cohesion, Intra Team Communication and Team Norms on Team Member Satisfaction and Intent to Remain." Procedia - Social and Behavioral Sciences 150 (September 2014): 420–28. http://dx.doi.org/10.1016/j.sbspro.2014.09.042.
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Mogård, Emil Viduranga, Ole Bendik Rørstad, and Henning Bang. "The Relationship between Psychological Safety and Management Team Effectiveness: The Mediating Role of Behavioral Integration." International Journal of Environmental Research and Public Health 20, no. 1 (December 27, 2022): 406. http://dx.doi.org/10.3390/ijerph20010406.
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This study explores whether there is an indirect effect of psychological safety on team effectiveness in management teams, operating through the mediating variable of behavioral integration. Whilst there exists a fair amount of research on the relationship between psychological safety and team effectiveness, few have looked at potential mechanisms that can explain this association in management teams. We propose behavioral integration to be a potential mediator. Data are collected from 1150 leaders in 160 Norwegian management teams, answering a questionnaire measuring team functioning and effectiveness. Team size ranged from 3 to 19 members. Our results show a significant indirect effect of psychological safety on management team effectiveness, mediated by behavioral integration. Thus, the more team members perceive the climate as safe in terms of speaking their mind without the fear of repercussions, the more they partake in mutual collaboration, information sharing and experience ownership in the decisions being made. This is associated with management teams performing better. We also found a positive relationship between psychological safety and behavioral integration, and—in line with previous studies—that psychological safety and behavioral integration both were positively related to team effectiveness. This study adds to the existing team research literature by expanding our knowledge about the importance of psychological safety and the way it influences management team performance at all levels throughout the organizational hierarchy.
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Endriulaitienė, Auksė, and Lina Cirtautienė. "TEAM EFFECTIVENESS IN SOFTWARE DEVELOPMENT: THE ROLE OF PERSONALITY AND WORK FACTORS." Business: Theory and Practice 22, no. 1 (February 10, 2021): 55–68. http://dx.doi.org/10.3846/btp.2021.12824.
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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.
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Bartel-Radic, Anne, and Nicolas Lesca. "Do intercultural teams need “requisite variety” to be effective?" Management international 15, no. 3 (July 28, 2011): 89–104. http://dx.doi.org/10.7202/1005435ar.
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The aim of this paper is to analyse the impact of ‘requisite variety’ of an intercultural team on its effectiveness. Using a qualitative, longitudinal case-study method, five successive intercultural teams in one international company are analysed in order to question the effectiveness of the teams from the perspective of requisite variety. The results show that requisite variety is a necessary condition for team effectiveness. Yet, requisite variety is not easily actionable, and team processes moderate the link between requisite variety and team effectiveness. The team also needs enough time for forming, storming and norming, before requisite variety can have a positive impact on performing the task.
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Graham, C. Matt, Harold Daniel, and Brian Doore. "Millennial Leadership." International Journal of e-Collaboration 11, no. 3 (July 2015): 29–48. http://dx.doi.org/10.4018/ijec.2015070103.
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The development of information systems is a difficult process that often ends in failing to meet the project's initial goals. Typical outcomes for information systems development projects include delivering promised products & services on time and within budget. These pressures are now compounded by the use of virtual teams that present a new set of challenges related to the cohesion, organization, and functioning of the team process. Specifically, virtual teams must contend with problems in team formation, the organizational environment in which the team operates, and the technology used for collaboration and communication. As more organizations use virtual teams, these problems present real and pressing obstacles to the successful completion of database systems development. The goal of the study was to determine whether leadership type, transformational, transactional, or management-by-exception was significantly related to leadership effectiveness in a virtual team tasked with developing a database management system. This study targeted millennial students at the Maine Business School who were assigned to virtual teams tasked with developing a database management system. Specifically, this study sought to answer three hypotheses: 1) what is the effect of leadership type, as self-reported through the Multifactor Leadership Questionnaire on the quality of completed team projects?; 2) What is the impact of type of leadership on virtual team effectiveness as measured by the Virtual Teams Survey?; and, 3) Are there interactions between leadership style and virtual team effectiveness on the quality and uniqueness of the completed team project? Findings suggest leadership style and virtual team effectiveness did predict project quality, Transformational and Management-by-exception leadership styles had a negative relationship with virtual team effectiveness. Findings further suggest that Transactional leadership style influenced project quality directly, while transformational and management-by-exception styles influenced project quality indirectly through their direct influence on virtual team effectiveness. These findings suggest that traditionally effective leadership types do not work well for Millennial Generation teams in virtual environments
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E, Jude Ashmi. "Getting Things Done, Virtually! - The Role of Virtual Team Leadership in Virtual Team Effectiveness." Ushus - Journal of Business Management 16, no. 2 (April 1, 2017): 13–20. http://dx.doi.org/10.12725/ujbm.39.2.
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A virtual team’s success depends on the team's effectiveness. Accomplishing such a team’s effectiveness is far more difficult when compared with traditional work teams. This article is a result of an exploratory study of the role of leadership in virtual teams. Virtual teams’ leadership is seemingly situational and supervisory, depending on the task. This study reveals that (1) individual virtual team members act as leaders based on the specific requirements for getting things done, (2) classifies virtual team leadership under supervisory and facilitating leadership, (3) suggests that both leadership roles are essential for virtual team effectiveness and functioning and (4) recommends exploration of leadership-oriented communication competency, shared understanding and virtual team citizenship behaviour as these are required for the effective performance of a virtual team.
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Mcbain, Richard. "The Effectiveness of Teamworking." Henley Manager Update 16, no. 4 (June 2005): 27–35. http://dx.doi.org/10.1177/174578660501600404.
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The importance of positive team working to organisational success has been long established. But how can organisations gain the most from existing teams and how can they build the best new teams? Richard McBain reviews the latest literature to suggest that the answer lies both in the psychological and the organisational factors that managers can influence.
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Mysirlaki, Sofia, and Fotini Paraskeva. "Emotional intelligence and transformational leadership in virtual teams: lessons from MMOGs." Leadership & Organization Development Journal 41, no. 4 (April 30, 2020): 551–66. http://dx.doi.org/10.1108/lodj-01-2019-0035.
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PurposeAs business is becoming more global, virtual teams are getting increasingly prevalent. The purpose of this paper is to examine virtual team effectiveness by taking a deeper look at the Virtual World Teams (VWTs) of Massively Multiplayer Online Games (MMOGs).Design/methodology/approachThe paper investigates the effects of leaders’ emotional intelligence and transformational leadership on virtual team effectiveness, including three sub-factors of team effectiveness: team performance, viability and team member satisfaction. In addition, the indirect effect of emotional intelligence on team effectiveness via transformational leadership was examined. In total, 500 MMOG players that belonged in virtual world teams participated in the study. Hypotheses were tested through a series of multiple linear regression analyses, and one-way ANOVA tests were used to explore the impact of gender on the key factors of team effectiveness.FindingsThe analysis revealed a significant predictive relationship between perceived leader emotional intelligence and virtual team effectiveness sub-factors, mediated by transformational leadership behavior. Further analysis revealed gender differences in players’ perceptions of their leader emotional intelligence, transformational leadership and virtual team effectiveness.Practical implicationsThis paper adds to the literature by revealing important predictors of virtual team effectiveness. These findings suggest implications for research and practice in the fields of Human Resources (HR), Human Resource Development (HRD) and training programs for e-leaders. The results of the analysis based on gender differences also have theoretical and managerial implications.Originality/valueThe study provides evidence that transformational leadership mediates the relationship between leaders’ emotional intelligence and team effectiveness in a virtual team.