Core-Self Evaluations and Team Performance

This study examines the relationship between software project team characteristics and team performance by focusing on two questions: whether or not different team characteristics in software project team affect project performance, and whether or not different types of team motivation lead to different level of influence to the relationship between team characteristics and performance? In this study, we argue that team motivation should be considered as a moderate between the relationship of team characteristics and performance. Different kind and level of team motivation can result in different project performance outcome. We examine the interaction effects between team characteristics and team motivation before their final impact to the performance. The results show that the relationship between project team characteristics and performance can be interfered with team motivation. Management should pay more attention to team motivation within project teams so that a better project performance could be achieved.

Current research highlights the importance of workplace relationships (e.g., leader-member exchange and team-member exchange) on individual and team performance. However, there is a lack of understanding of the effects of leader-star exchange relationship (LSX), defined as the dyadic relationships between team leader and team star performer. Drawing on theories of justice, we empirically examine both direct and indirect effects of LSX on nonstar individual and team performance in a three-wave multi-source, multi-level study of 190 teams, consisting of 190 leaders and 798 employees. Our findings suggest that through impacting the collective justice climate (CJC), LSX is positively related to both nonstar individual and team performance. In addition, through CJC, LSX moderates the relationships of leader-member exchange (LMX) and leader-member exchange differentiation (LMXD) on nonstar individual performance such that it significantly influences the direction of these relationships. Specifically, LSX strengthens the positive relationship between nonstar LMX and nonstar individual performance. On the other hand, LMXD is positively related to nonstar individual performance when there is high LSX between the leader and star performers and negatively related to nonstar individual performance when LSX is low. Implications of the effects of the leader’s relationship with star performers are discussed.

This paper posits that person-group (PG) fit can be conceptualized into two distinctive subdimensions: PG fit mean and PG fit dispersion. Specifically, this study investigates how person-group (PG) fit mean, PG fit dispersion, and team-member exchange interact conceptually to influence team performance, examining the interactive effects of fit perceptions and exchange behaviors within teams at the group level in predicting team performance. The results based on a survey with full-time employees in Korea showed that the three-way interaction between PG fit, its dispersion, and team-member exchange predicts team performance. These findings highlight the importance of considering both contextual and relational factors when designing organizational strategies to enhance team effectiveness and sustainability.

We investigated the relationship between personality characteristics and performance on a simulated large-aircraft instrument control task. The sample comprised 155 undergraduates in China, who completed the Cattell Sixteen Personality Factor Questionnaire to assess personality characteristics, and were randomly allocated to one of 31 teams of five people. We used multiple regression analysis to establish a predictive model of team performance based on team personality elevation and team personality diversity integration models. The results showed that when the team personality elevation integration was used as the independent variable, an increase in rule consciousness led to improvement in team performance, whereas an increase in vigilance, dominance, and social boldness led to a deterioration in team performance. When team personality diversity integration was used as the independent variable, an increase in warmth and openness to change led to improvement in team performance, and an increase in sensitivity led to deterioration in team performance. The simulation task designed in this study provides a specific tool for research involving flight crews on large aircraft. The findings provide a theoretical reference for optimum allocation of flight crews.

A configurational analysis of university ranking, cognitive ability and cultural intelligence in global virtual teams: The role of academic pedigree

Objectives To characterize student perceptions of team dynamics and the relationship between team dynamics and performance within a novel hybrid exam platform. Methods Medical students enrolled in pre‐clerkship year 1 at CNUCOM during academic year 2017–2018 were recruited for participation in this study. Data was collected at two timepoints— at the mid‐course exam in the final course of year 1 and at the mid‐course exam in the initial course of year 2. All participants completed a 100‐item selected‐response exam individually and then as part of a pre‐formed student team of 8–9 members. Following the team exam, students completed a 15‐item survey reflecting on their team interactions. In addition, faculty proctors of the team exam during course 1 completed a 15‐item survey reflecting on their observations of team dynamics. Finally, student performance (both individual and team exam scores) were collected for all participants. Team dynamics scores were calculated based on responses to survey questions regarding team interactions during the exam as identified by students and proctors (for course 1). This human subjects protocol was reviewed and approved by the CNUCOM Institutional Review Board. Results 95 and 94 students completed the first and second hybrid exam surveys, respectively. Average individual scores (+/− SD) on the first and second exams were 69 (+/11) and 80 (+/− 10), and average team scores on the first and second exams were 92 (+/−3) and 99 (+/−1). At the first exam, student‐derived team dynamics score was highly correlated with team exam score, while team member average individual exam score did not strongly correlate with team exam score. {It is noted that teams for the first exam were formed 8 months prior to the exam and had been used extensively in other team‐based learning sessions.} Conversely, teams utilized in the second exam had been formed less than 1 month prior to the exam and had been functioning as a team for a limited number of sessions prior to the exam—on the second exam, team dynamics score was not well‐correlated with team exam score, and instead team member average individual exam score correlated more strongly with team score. Proctor’s assessment of team dynamics correlated moderately well with students’ assessment of team dynamics in course 1 (r = 0.24). Conclusions Our data suggest that team dynamics play a role in team performance in hybrid testing utilized for high‐stakes exams among undergraduate medical students. This relationship may depend more on student comfort and familiarity within a team than on the individual knowledge and specific contributions of team members. More investigation on long‐term knowledge retention as related to dynamics within teams is desirable to further characterize outcomes utilizing this novel testing format.

This study examined the influence of organizational identification on employee performance in teams. Drawing on social identity theory and self-verification theory, we predicted that organizational identification would have positive effects on employee in-role and organizational citizenship behavior (OCB) performance. Building on social exchange theory, the study further theorized that the quality of team-member exchange (TMX) would amplify the impacts of organizational identification on both types of performance. Using data from automotive dealer employees in China, we found positive relationships between organizational identification and both types of performance. In addition, TMX altered the impact of organizational identification on OCB.

While previous research has identified group identification as an important factor in affecting relevant outcomes (e.g., satisfaction, turnover, commitment) in face-to face environments, this paper provides initial evidence to support the proposition that group identification also matters in virtual environments. In particular, the authors found that team members’ perceptions of the leader-member exchange relationship and the team’s past performance are related to individuals’ identification with the virtual team and that identification affects satisfaction and behavioral intentions. Individuals who perceive leader-member exchange as high (e.g., the leader displays a willingness to help the team member solve problems and the leader recognizes the member’s potential) and who report that their teams perform well had stronger identification with the team. Individuals who reported strong identification with their team were more satisfied with the team and had greater intentions to perform positive behaviors in the future.

Heterogeneity and centrality of “dark personality” within teams, shared leadership, and team performance: A conceptual moderated-mediation model

Purpose – With extant research on the relationship between trust and effectiveness being inconclusive, the present study attempts to create a foundational investigation that examines the role of multiple mediators in the team trust – team effectiveness relationship. The authors identified the two emergent states of cohesion and satisfaction as intervening variables in the team trust – team effectiveness relationship, and tested this multi-mediation proposed model, within an interdependence theory perspective. Design/methodology/approach – MBA students at a large university in the southwestern USA were administered two waves of paper-based surveys, which were assigned to project groups. Individuals had been assigned to groups with the intent of maximizing diversity of age, gender, functional background, industry experience, and undergraduate major for each team (this is a goal of the MBA program, not the researchers). The first wave was administered one week after the groups had been formed and after all group members had met in their groups at least once. The second wave of surveys was administered at the end of the semester after the groups had been working together for three months and had completed their final projects. Findings – The results of the multiple mediation analysis found support for the hypotheses that cohesion and satisfaction serve as dual mediators of the trust – team effectiveness relationship. Originality/value – This study examined how trust operates through other variables to affect team performance. Two important variables that have been shown to be affected by trust are cohesion and satisfaction. Utilizing interdependence theory, the relationship of team trust and team performance was investigated through the intervening variables of cohesion and satisfaction, as both have been shown to possess properties that potentially represent different aspects of the interdependent relationship between team members. Therefore, this study examines how trust impacts team performance though the dual mediators of cohesion and satisfaction, in efforts to develop a more informed and theoretically grounded understanding of team performance and effectiveness processes.

The social network perspective provides a valuable lens to understand the effectiveness of team leaders. In understanding leadership impact in team networks, an important question concerns the structural influence of leader centrality in advice-giving networks on team performance. Taking the inconsistent evidence for the positive relationship of network centrality and leadership effectiveness as a starting point, we suggest that the positive impact of leader centrality in advice-giving networks is contingent on team needs for leadership to meet communication and coordination challenges, which we argue are larger in larger teams. Developing our analysis, we examine the mediating role of member collaboration in the relationship of leader network centrality and team performance as moderated by team size. Based on a multi-source dataset of 542 employees and 71 team leaders, we found that leader centrality in advice-giving networks related positively to team performance in larger teams but negatively in smaller teams. Results supported the mediated moderation model via member collaboration in smaller teams, but not in larger teams.

In contemporary higher education settings, fostering collaboration among students is paramount. However, integrating teamwork into learning processes can pose challenges, such as the ‘free-rider syndrome’, in the development of student team projects. Additionally, divergent opinions on task goals and methods, escalating interpersonal tensions, and power struggles can hinder effective teamwork. Unlike much of the existing conflict research that predominantly focuses on conflict resolution, this study underscores the necessity of comprehending conflict's impact and mechanisms, premised on its inherent inevitability. Specifically, our aim is to investigate the relationships between contribution conflict (a process conflict type) and team performance with psychological safety and exploring different perspectives (a team learning behavior) as explanatory mechanisms. A time-lagged design was employed, collecting data from a sample of 1002 Romanian students, organized into 199 teams. Results reveal a significant and negative indirect effect of the contribution conflict on team performance. Psychological safety significantly mediates the effects of contribution conflict on team performance, facilitating the engagement in exploring different perspectives. Interestingly, the exploration of diverse perspectives did not significantly enhance team performance, underscoring the complexity of the link between team learning behaviors and performance outcomes. This research offers empirical evidence supporting theories that posit a secure and respectful team environment is crucial for cultivating productive team interactions and outcomes, even in the face of inevitable conflict. Recognizing the importance of constructively approaching differences is essential in fostering positive team dynamics among students.

Effect of transactive memory systems on team performance mediated by knowledge transfer

Futsal is a sport that is widely enjoyed by all groups. Each futsal team will open a selection process for players who want to become professional futsal players. Each team conducts a selection process to determine which players will join the core team. Player selection is a crucial aspect in shaping a team's strength and performance. Effective futsal player selection is key to forming a competitive and winning team. Selecting the right players is crucial to ensuring team performance and victory. The profile matching method is used to compare individual player profiles with the criteria set by the team for the selection process. This study aims to develop a decision support system (DSS) for selecting futsal players for the striker (pivot) position at SMA Angkasa 1 using the profile matching method. In the study, data on the futsal player selection criteria were collected from on-field assessments, skill tests, and interviews. The data used in this study included several criteria such as experience, strength, stamina, speed, and teamwork. The results of calculations using profile matching indicate the order of quality players that can be selected based on the criteria data. By creating this system, it is hoped that the futsal player selection process can be improved and result in a strong and optimal team composition, which will ultimately improve team performance in various competitions and matches.

Studies of team performance in business simulations have not investigated the effect of a “star member” of the team on team performance outcomes. This article reports the findings of a study examining the role of team composition variables, team function variables and the effect of a star player on team score in an undergraduate business simulation. As hypothesized, team performance is associated with the performance of a single outstanding player. Among team composition variables, only intrinsic motivation of team members is associated with team score. A composite measure of team function that included team trust, communication and goal clarity was also significantly related to team performance. We discuss the implications of this for team projects and business simulations in particular.