Modeling reciprocal team cohesion–performance relationships, as impacted by shared leadership and members’ competence.

Abstract

Despite the lengthy history of team cohesion-performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time. We then used longitudinal data from 205 members of 57 student teams who competed in a complex business simulation over 10 weeks, to test: (a) whether team cohesion and performance were related reciprocally over multiple time periods, (b) the relative magnitude of those relationships, and (c) whether they were stable over time. We also considered the influence of team members' academic competence and degree of shared leadership on these dynamics. As anticipated, cohesion and performance were related positively, and reciprocally, over time. However, the cohesion → performance relationship was significantly higher than the performance → cohesion relationship. Moreover, the cohesion → performance relationship grew stronger over time whereas the performance → cohesion relationship remained fairly consistent over time. As expected, shared leadership related positively to team cohesion but not directly to their performance; whereas average team member academic competence related positively to team performance but was unrelated to team cohesion. Finally, we conducted and report a replication using a second sample of students competing in a business simulation. Our earlier substantive relationships were mostly replicated, and we illustrated the dynamic temporal properties of shared leadership. We discuss these findings in terms of theoretical importance, applied implications, and directions for future research.

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

“…; Mathieu et al . ; Small and Rentsch ) raising methodological concerns regarding studies of SL, as cross‐sectional approaches may not be capturing an important aspect of the phenomenon under investigation.…”

Selecting and Composing Cohesive Teams

“…Multiple meta-analyses have supported a relationship between team cohesion and team performance (Beal et al, 2003;Evans & Dion, 1989;Mullen & Copper, 1994). Recent research also suggests that team cohesion and team performance are reciprocally related over time, with a stronger and growing link between team cohesion and team performance, compared to a more stable and weaker team performance and team cohesion link (Mathieu, Kukenberger, D'Innocenzo, & Reilly, 2015).…”

“…As an example, perceived heterogeneity in skills was a strong predictor of affective horizontal bonding (i.e., the extent to which unit members trust and care about one another), and task and social cohesion in a sample of Air Force junior officer trainees (Costello, 2004). As another example, team member competence was related to team cohesion indirectly through team performance (Mathieu et al, 2015). Finally, individuals high on agreeableness strive to maintain positive relations (Barrick, Stewart, Neubert, & Mount, 1998).…”

La relación entre los estilos de liderazgo y el desempeño de los equipos de dirección intermedia: un estudio exploratorio desde Chile

“…Previamente, Dionne, Yammarino, Atwater y Spangler (2004) habían descubierto que el líder transformacional, a partir de la influencia idealizada, motivación inspiracional y estimulación intelectual, puede favorecer el desempeño y el nivel de logro de los equipos de trabajo. Complementariamente, aprecia que el estilo de liderazgo puede incidir en la creatividad (Boies, Fiset y Giel, 2015), en la cohesión (Mathieu, Kukenberger, D'Innocenzo y Reilly, 2015), en los niveles de consenso (Ishikawa, 2012), en el clima de trabajo (Sun, Xu y Shang, 2014) y -finalmente-en el desempeño del equipo (Lin, Dang y Liu, 2016).…”