Reciprocal Relationships Between Collective Efficacy and Team Performance in Women's Ice Hockey.

This study examined reciprocal relationships between collective efficacy and team performance over a season of competition in women's intercollegiate ice hockey within weekends where the opponent was constant for 2 games. Collective efficacy beliefs within 12 teams were assessed prior to both games for at least 7 weekends. Team performance indexes produced an overall measure of performance for each game. The average influence of Saturday collective efficacy on Saturday performance was moderate and positive after controlling for Friday performance. The average influence of Friday performance on Saturday collective efficacy was small and positive after removing the influence of Friday collective efficacy from Friday performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Virtual Teams: Effects of Technological Mediation on Team Performance.

Recent advances in networking environments and telecommunications have led to the proliferation of teams that do not work face-to-face but interact over a computer-mediated communications network. Although some have asserted that virtual teams transcend boundaries of time or distance, others have claimed that working remotely in a mediated team environment differs in significant ways from working face-to-face. In this article, the authors examine the effects of technological mediation on team processes such as cohesiveness, status and authority relations, counternormative behavior, and communication. They discuss conditions under which distance matters in virtual team interaction. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Differentiating Knowledge in Teams: The Effect of Shared Declarative and Procedural Knowledge on Team Performance.

The relative effects of sharing mental models (typically defined as declarative knowledge structures) and sharing procedural knowledge on team process and performance were assessed. Forty-eight students completed a series of missions as two-person teams using a PC-based tank simulation. The results showed some support for earlier findings. Shared and accurate mental models of the task were related to team process, which was in turn related to team performance. In contrast, shared procedural knowledge was negatively related to team performance. Accurate procedural knowledge was positively related to team performance. Results are discussed in terms of the effect of sharing knowledge in teams on performance, and the implications for team training. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Group Leadership: Efficacy and Effectiveness.

A model of leadership effectiveness including leadership efficacy, anxiety, and self- and collective efficacy for the task was hypothesized and tested in 2 laboratory studies. Groups of 3 people, 1 designated as leader, performed distinct employee hiring tasks in both studies. The empirical model from the combined samples indicates that leaders high in leadership efficacy experienced higher levels of self- and collective efficacy for the task and lower levels of anxiety, and lower levels of anxiety were related to higher self-efficacy for the task. Additionally, the model indicates that the leaders' self-efficacy for the task was associated with their collective efficacy, which in turn predicted the followers' collective efficacy. The followers' collective efficacy strongly predicted group performance. The results are discussed in terms of both their practical significance and their theoretical implications. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The development of collective efficacy in teams: A multilevel and longitudinal perspective.

The authors developed and tested a longitudinal multilevel model of collective efficacy formation. In 50 self-managing student teams, they investigated the effects of individual-level and team-level factors on observed behaviors and the subsequent development of collective efficacy for mastering a complex team task. Self-efficacy for teamwork, task-relevant knowledge, and collective efficacy predicted individual teamwork behaviors (rated by peers). Aggregated measures of teamwork behavior were related to subsequent collective efficacy, which was significantly related to final team performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Generalizing the Team Identification-Psychological Health Model to a Different Sport and Culture: The Case of Australian Rules Football.

D. L. Wann (2002) proposed the team identification-psychological health model, hypothesizing that identification with a local sport team will be related to psychological well-being. The model also proposes that identification with distant sport teams and mere fandom will not be related to well-being. In a study involving Australian Rules Football, the authors extended previous research by testing the model with persons from a different culture and examining identifications involving a different sport and level of competition. Participants completed a questionnaire packet assessing their levels of fandom. identification with a local Australian Rules Football team, and identification with a favorite team if different from the target team, as well as measures assessing psychological well-being. With respect to social well-being, the results supported the model: Personal well-being was not related to identification. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Mental efficacy and physical efficacy at the team level: Inputs and outcomes among newly formed action teams.

The authors demarcated mental efficacy and physical efficacy at the team level, and they explored these 2 factors as outcomes of 4 potential inputs and as predictors of 3 outcomes among 110 newly formed action teams in a military setting. Both types of team efficacy benefited from greater team size and an initial experience of enactive mastery, but they were not influenced by teams' female representation or knowledge pool. In terms of predictive contributions, both mental and physical efficacy facilitated internal social cohesion, yet only mental efficacy promoted problem solving and observed teamwork effectiveness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Collective efficacy: A neglected construct in the study of schools and student achievement.

A theoretical analysis is advanced that discusses social cognitive theory at the group level to explain the formation and impact of collective efficacy. The study used student- and school-level data from a sample of urban elementary schools. Consistent with social cognitive theory, mastery experience was found to be a significant predictor of differences between schools in teachers' collective efficacy perceptions. In addition, after controlling for student demographic characteristics and prior achievement, collective efficacy was positively and significantly related to differences among schools in student achievement. Finally, the amount of consensus among faculty members regarding collective efficacy perceptions was not a significant predictor of student achievement, nor was it significantly related to school socioeconomic status or minority concentration. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A Multiple-Goal, Multilevel Model of Feedback Effects on the Regulation of Individual and Team Performance.

When working as a member of a team, individuals must make decisions concerning the allocation of resources (e.g., effort) toward individual goals and team goals. As a result, individual and team goals, and feedback related to progress toward these goals, should be potent levers for affecting resource allocation decisions. This research develops a multilevel, multiple-goal model of individual and team regulatory processes that affect the allocation of resources across individual and team goals resulting in individual and team performance. On the basis of this model, predictions concerning the impact of individual and team performance feedback are examined empirically to evaluate the model and to understand the influence of feedback on regulatory processes and resource allocation. Two hundred thirty-seven participants were randomly formed into 79 teams of 3 that performed a simulated radar task that required teamwork. Results support the model and the predicted role of feedback in affecting the allocation of resources when individuals strive to accomplish both individual and team goals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

"Team negotiation: An examination of integrative and distributive bargaining": Correction.

Reports an error in "Team negotiation: An examination of integrative and distributive bargaining" by Leigh Thompson, Erika Peterson and Susan E. Brodt (Journal of Personality and Social Psychology, 1996[Jan], Vol 70[1], 66-78). Susan E. Brodt's department affiliation was listed incorrectly on p. 66. Her correct affiliation is The Fuqua School of Business, Duke University. (The following abstract of the original article appeared in record 1996-01707-006.) Two experiments compared the effectiveness of team and solo negotiators in integrative and distributive bargaining. When at least 1 party to a negotiation was a team, joint profit increased. Teams, more than solos, developed mutually beneficial trade-offs among issues and discovered compatible interests. The presence of at least 1 team increased information exchange and accuracy in judgments about the other party's interests in comparison with solo negotiations. The belief by both teams and solos that teams have a relative advantage over solo opponents was not supported by actual outcomes. Unexpectedly, neither private meetings nor friendships among team members improved the team's advantage. Teams of friends made less accurate judgments and reached fewer integrative agreements compared to teams of nonfriends. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leadership, Collective Personality, and Performance.

By viewing behavior regularities at the individual and collective level as functionally isomorphic, a referent-shift compositional model for the Big 5 personality dimensions is developed. On the basis of this compositional model, a common measure of Big 5 personality at the individual level is applied to the collective as a whole. Within this framework, it is also hypothesized that leadership (i.e., transformational, transactional, and passive) would predict collective personality and that collective personality would be significantly related to collective performance. The results supported these hypotheses using a sample of franchised units. On the basis of recent research at the individual level, several interactions among the various personality dimensions were hypothesized and supported. Implications are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Team creativity as a function of the creativity of the members.

The relationship between team performance and individual abilities was studied with creative tasks. Data from 3 experiments are presented which indicate that the conclusions of other investigators, who used manual dexterity and cognitive tasks, can be applied to creative tasks. Up to about 70% of the variance in dyadic creativity may be predicted from the individual creative abilities of the 2 members. Multiple correlations for the prediction of group performance from the knowledge of the abilities of the members did not improve when the interaction between the ability scores was considered. In 1 experiment, in which the procedure permitted the determination of the relative "dominance" of the 2 Ss, the correlations of the abilities of the dominant Ss with group performance were higher than the correlations of the abilities of nondominant Ss with group performance. The study is a 1st step towards the determination of the relationship of group and individual performance in groups composed of more than 2 individuals. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Transformational Leadership: Relations to the Five-Factor Model and Team Performance in Typical and Maximum Contexts.

This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only .18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Goal Orientation: Effects on Backing Up Behavior, Performance, Efficacy, and Commitment in Teams.

The author examined the predictive validity of goal orientation in teams on both team process and outcome variables. Results indicate that when mean goal orientation scores were used as a way of describing team members' inputs, learning orientation was related to backing up behavior, efficacy, and commitment. The relationships between performance orientation and efficacy and commitment, however, were more complex and were clarified when task performance was also taken into account. Performance orientation had a negative effect on efficacy when task performance was low and a positive effect on commitment when task performance was high. The implications of these findings for theory and research on goal orientation in teams and team staffing are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Collective efficacy, group potency, and group performance: Meta-analyses of their relationships, and test of a mediation model.

The authors examined relationships among collective efficacy, group potency, and group performance. Meta-analytic results (based on 6,128 groups, 31,019 individuals, 118 correlations adjusted for dependence, and 96 studies) reveal that collective efficacy was significantly related to group performance (.35). In the proposed nested 2-level model, collective efficacy assessment (aggregation and group discussion) was tested as the 1st-level moderator. It showed significantly different average correlations with group performance (.32 vs. .45), but the group discussion assessment was homogeneous, whereas the aggregation assessment was heterogeneous. Consequently, there was no 2nd-level moderation for the group discussion, and heterogeneity in the aggregation group was accounted for by the 2nd-level moderator, task interdependence (high, moderate, and low levels were significant; the higher the level, the stronger the relationship). The 2nd and 3rd meta-analyses indicated that group potency was related to group performance (.29) and to collective efficacy (.65). When tested in a structural equation modeling analysis based on meta-analytic findings, collective efficacy fully mediated the relationship between group potency and group performance. The authors suggest future research and convert their findings to a probability of success index to help facilitate practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Put Your Money Where Your Mouth Is! Explaining Collective Action Tendencies Through Group-Based Anger and Group Efficacy.

Insights from appraisal theories of emotion are used to integrate elements of theories on collective action. Three experiments with disadvantaged groups systematically manipulated procedural fairness (Study 1), emotional social support (Study 2), and instrumental social support (Study 3) to examine their effects on collective action tendencies through group-based anger and group efficacy. Results of structural equation modeling showed that procedural fairness and emotional social support affected the group-based anger pathway (reflecting emotion-focused coping), whereas instrumental social support affected the group efficacy pathway (reflecting problem-focused coping), constituting 2 distinct pathways to collective action tendencies. Analyses of the means suggest that collective action tendencies become stronger the more fellow group members "put their money where their mouth is." The authors discuss how their dual pathway model integrates and extends elements of current approaches to collective action. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Managing diversity and enhancing team outcomes: The promise of transformational leadership.

In a sample of 62 research and development (R&D) teams, the authors examined transformational leadership as a moderator of the relationship of age, nationality, and educational background diversity with team outcomes. When levels of transformational leadership were high, nationality and educational diversity were positively related to team leaders' longitudinal ratings of team performance. These relationships were nonsignificant when transformational leadership was low. Age diversity was not related to team performance when transformational leadership was high, and it was negatively related to team performance when transformational leadership was low. Two mediated moderation effects help explain these findings. Transformational leadership moderated the relationship of the 3 examined diversity dimensions with the elaboration of task-relevant information, which in turn was positively associated with team performance. Moreover, transformational leadership moderated the relationship of the 3 diversity types with collective team identification, which in turn was positively related to the elaboration of task-relevant information. The authors discuss the theoretical and practical implications of these results. Overall, this study suggests that transformational leadership can foster the utilization of the potential, but frequently untapped, benefits entailed by both demographic and informational/cognitive team diversity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Goal Interdependence and Applying Abilities for Team In-Role and Extra-Role Performance in China.

Teams can provide structures for applying diverse abilities to solve problems. This study suggests that cooperative, in contrast to competitive and independent, goals promote team members' applying their abilities for mutual benefit, which in turn facilitates team performance. Two hundred employees in 100 work teams in China completed measures of their team's cooperative, competitive, and independent goals and their applying abilities; 100 managers indicated the teams' in-role and extra-role (organizational citizenship behavior) performance. Structural equation analysis suggested that cooperative but not competitive or independent goals promote applying abilities, which in turn results in team performance. These results, coupled with previous research, were interpreted as suggesting that cooperative goals and applying abilities are complementary foundations for effective teamwork. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies.

[Correction Notice: An erratum for this article was reported in Vol 95(4) of Journal of Applied Psychology (see record 2010-13313-007). In the article “Laying the Foundation for Successful Team Performance Trajectories: The Roles of Team Charters and Performance Strategies,” by John E. Mathieu and Tammy L. Rapp (Journal of Applied Psychology, 94, 90–103), the “High Chart–Low Strategy” and the “Low Chart–High Strategy” lines were inadvertently reversed in Figure 1. Below is the corrected version of Figure 1.] This study examined the influences of team charters and performance strategies on the performance trajectories of 32 teams of master's of business administration students competing in a business strategy simulation over time. The authors extended existing theory on team development by demonstrating that devoting time to laying a foundation for both teamwork (i.e., team charters) and taskwork (performance strategies) can pay dividends in terms of more effective team performance over time. Using random coefficients growth modeling techniques, they found that teams with high-quality performance strategies outperformed teams with poorer quality strategies. However, a significant interaction between quality of the charters of teams and their performance strategies was found, such that the highest sustained performances were exhibited by teams that were high on both features. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Team Goal Commitment and Team Effectiveness: The Role of Task Interdependence and Supportive Behaviors.

The objectives of this study were to test the relationships between team goal commitment and 3 criteria of team effectiveness (i.e., team performance, quality of group experience, and team viability) as well as to examine the moderating effect of task interdependence and the mediating role of supportive behaviors. Data were gathered from a sample of 74 teams working in 13 Canadian organizations. Results indicated that team goal commitment is positively related to all 3 criteria of team effectiveness. In addition, task interdependence moderates the relationship between team goal commitment and team performance. Furthermore, supportive behaviors mediate the relationships that team goal commitment has with team performance and the quality of group experience. Implications of these findings and future research needs are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)