Team Development: Definition, Measurement and Relationships with Team Effectiveness

Peralta, Carlos Ferreira; Lourenço, Paulo Renato; Lopes, Paulo N.; Baptista, Cátia; Pais, Leonor

doi:10.1080/08959285.2018.1455685

Cited by 23 publications

(22 citation statements)

References 122 publications

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“…Norms, defined as implicit or explicit rules or principles that are recognized by members of a group and that guide and/or constrain behavior toward proper conduct (Van Kleef et al, 2015), are critical to the good functioning of ongoing relationships given that they promote alignment among peers working together and facilitate goal attainment (e.g. Peralta et al, 2018). Because norm violations can have severe consequences for the group (e.g.…”

Section: Strategic Expression Of Angermentioning

confidence: 99%

Emotional expression at work: The effects of strategically expressing anger and positive emotions in the context of ongoing relationships

2019

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Can anger expressions be functional in the context of ongoing relationships at work – and if so, how and when? Drawing on insights from the dual threshold model and on the emotions-as-social-information theory, we develop and test the theoretical proposition that the strategic expression of both anger and positive emotions in the context of ongoing relationships at work yields benefits for individuals. Across four field studies and using multi-wave and multi-source data, we found that, when paired with the strategic expression of positive emotions, strategically expressing anger enhanced both peer- and self-perceptions of cooperation, which in turn contributed to ratings of work effectiveness. The results highlight the importance of studying patterns of strategic emotional expression involving more than one emotion and advance current knowledge of how, when, and why it is beneficial to express anger at work. Implications for research and practice are discussed.

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Section: Strategic Expression Of Angermentioning

confidence: 99%

Emotional expression at work: The effects of strategically expressing anger and positive emotions in the context of ongoing relationships

2019

Self Cite

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“…Kapasitas yang dimiliki berupa kemampuan mencapai tujuan bersama, situasi kerja yang suportif antar anggota tim, memiliki antusiasme kerja yang tinggi, koordinasi kerja antar anggota tim berjalan dengan tertib, antar anggota tim saling terhubung dengan rasa kepercayaan dan komitmen yang terbentuk lewat iklim komunikasi yang kondisif, memiliki pembagian tugas yang seimbang dan adil, serta adanya upaya untuk mengembangkan kualitas tim dari waktu ke waktu [6], [7]. Kondisi tim yang dapat berfungsi secara efektif semakin membantu perusahaan atau organisasi dengan meningkatkan produktivitas dan pencapaian potensi-potensi perusahaan lainnya yang berasal dari dukungan internal [8], [9], [10].…”

Section: Pendahuluanunclassified

Team Development Using Open-System Group Model

Efandi

2021

jpsy

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Team management is needed to support the achievement of organizational goals. One form of good team management also includes efforts to understand and develop the team. The purpose of team development is to ensure that the team can consistently produce the required performance to help organizational processes. This study uses the Open-System model as an effort to understand and carry out team development. The object of this study is the components in one of the teams, namely the Human Resource Development (PSDM) team with team members and the team's environmental conditions. The data collection methods used were interviews with team members, observations of the team's work environment, and document studies on team performance profiles. Data analysis is carried out by integrating findings that have been categorized based on the Open-System model qualitatively. The findings of this study indicate that the Open-System model is able to provide a structured picture of the condition and performance of the HRD team. The main problem condition is that the team work target is not yet solid. The intervention used in responding to the team's assessment results is the preparation of team performance targets using special key performance indicators for the team, so this research is very helpful in developing excellent performance.

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“…In this regard, a team with high levels of task completion can handle and solve the routine problems timely, which is a critical indicator of its overall effectiveness (e.g., Ancona and Caldwell, 1992 ; Gilson et al, 2005 ; Hu and Liden, 2015 ). In addition, a team with high levels of task completion signals that this team is reliable, efficient and effective, which may promote its internal cohesion among team members (e.g., Mullen and Copper, 1994 ; Chang and Bordia, 2001 ; Mathieu et al, 2015 ) and external reputation to relevant stakeholders (e.g., Tyran and Gibson, 2008 ; Peralta et al, 2015 , 2018 ). Both of these two elements are key components of a team’s overall effectiveness.…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Explorative and Exploitative Learning in Teams: Unpacking the Antecedents and Consequences

2020

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Many organizations adopt team-based structures to better survive in the highly competitive environment. To achieve this goal, teams not only need to develop new ideas to adapt to the changing situations, but also follow standardized procedures to complete tasks effectively, suggesting the importance of ambidextrous capacity on addressing the paradoxical demands. However, we have little knowledge about both of how to respectively facilitate team ambidextrous learning (i.e., team explorative and exploitative learning) and how team the two learning activities contributes to team effectiveness. Using the multi-time and multi-source data gathered from 140 teams in 6 Chinese companies, we found that team leader's power sharing and management control behaviors (i.e., ambidextrous leader behaviors) specifically enhanced team explorative and exploitative learning. In addition, our results showed that team explorative and exploitative learning drove overall team performance via the mechanisms of team creativity and task completion respectively. The theoretical and practical implications, limitations, and future research directions are discussed as well.

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Team Development: Definition, Measurement and Relationships with Team Effectiveness

Cited by 23 publications

References 122 publications

Emotional expression at work: The effects of strategically expressing anger and positive emotions in the context of ongoing relationships

Emotional expression at work: The effects of strategically expressing anger and positive emotions in the context of ongoing relationships

Team Development Using Open-System Group Model

Explorative and Exploitative Learning in Teams: Unpacking the Antecedents and Consequences

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