Based on a proposed input-process-output model of team goal, leader goal orientation, team cohesion, and team effectiveness, this study examined the influences of the leader trait goal orientation on the relationships between team goals and team cohesion. Results from 73 five-person teams working on an interdependent command and control simulation game indicated that team learning goal positively relates to team viability. Social cohesion mediates the effects of a team learning goal on team viability. In addition, the leader’s learning orientation moderates the effect of a team learning goal on team task cohesion. Results of supplementary analyses are also presented. Theoretical and practical implications are discussed, as well as possible limitations and directions for future research.

The present study aimed to (1) examine the direct relationship between coach transformational leadership and peer transformational leadership on team cohesion within elite Swedish floorball players, (2) examine potential differences between coach leadership behaviours and peer leadership behaviours on team cohesion, and (3) examine gender differences in perceived coach leadership behaviours, peer leadership behaviours and team cohesion.  A cross-sectional design was used and data was collected through self-assessment questionnaires of transformational leadership and team cohesion from 87 elite floorball players (59 females, 28 males). Age varied from 16 to 33 years (Mage = 22.4, SD = 3.87). Regression analyses revealed that both coach and peer transformational leadership predicted task cohesion, but coach transformational leadership had a stronger influence. There was no correlation between coach or peer transformational leadership and social cohesion. Independent t-tests indicate that female athletes tend to rate higher on peer transformational leadership and task cohesion. There were no gender differences regarding coach transformational leadership and social cohesion. The results from this study are discussed and a co-operation between coach and peer transformational leadership are purposed to increase task cohesion. Further research could refine which specific coach and peer transformational leadership behaviours that correlate to team cohesion, and further clarify the role gender might play.

Organizations attempting to optimize productivity are seeking new ways to develop psychological capital in teams. The researcher conducted a quantitative study to determine whether team cohesion, as assessed by the Revised Group Environment Questionnaire (RGEQ), impacts team productivity, as assessed by the Performance Measurement Team (PMT) Manufacturing Resource System (MRS); whether this relationship can be attributed to a team's level of psychological capital, as assessed by the Psychological Capital Questionnaire (PCQ-12); and whether psychological capital mediates the relationship between team cohesion and team productivity. Forty-five PMTs in a large U.S. defense manufacturing organization were surveyed using the PCQ-12 and the RGEQ, and their respective PMT MRS productivity levels were recorded. Barron and Kenny's 4-step mediation analysis was employed using simple and multiple regression to determine whether a team's level of cohesion significantly contributes to its productivity and if its level of psychological capital mediates the relationship between cohesion and productivity. The results indicated that team cohesion does not predict team productivity and that psychological capital is not a mediator of team cohesion and productivity. Although cohesion and psychological capital have a significant positive effect on supervisor performance ratings, the effect is diminished when viewing the objective measure of productivity. The study promotes positive social change in the workplace by elevating awareness of the effect of team cohesion on the psychological states of manufacturing workers. Understanding these relationships will help organizations to implement teaming methods that support the efficiencies and well-being of employees.

Netball, a popular team sport in New Zealand, has seven on-court players per team who individually occupy positions with specific roles and boundaries. V-ball is a modified netball game in which five on-court players per team gain experience in three varying roles due to the implementation of positional rotation. This study investigates players’ perceptions of self-satisfaction and team cohesion in netball, a modified netball game (V-ball) or both games. Self-satisfaction has been viewed in terms of individuals’ basic psychological need satisfaction (BPNS). Team cohesion has been considered in light of youths’ perceptions of task and social cohesion as identified in previous research. In the current study a mixed methodology was implemented and a process of purposive sampling was used to recruit 63, 11-12 year old participants from Whangarei, New Zealand. Participants had varying degrees of experience in either sport, which determined their placement in one of three groups; netball, V-ball or both games. All participants completed a quantitative questionnaire, results of which were analysed using a one-way ANOVA. A total of 12 questionnaire participants, representative of each group, then took part in a one-on-one semi-structured qualitative interview. Interview data was transcribed verbatim and analysed through a manual coding process. Three key findings have emerged: the extent of game structure was found to affect the fun experienced by youth participants, the presence of external regulation (from significant others) was identified to contribute to orientations of extrinsic motivation and winning orientations were found to have a negative effect on participants’ perceptions of team cohesion. These findings provide new information regarding players’ perceptions as a result of participation in netball and V-ball in New Zealand. These findings also contribute to those of previous research on the perceptions of youth as a result of participation in traditional and modified games.

In this study, we explore what can affect the development of team cohesion in the entrepreneurial team. We show the relationship between team members' cohesion and team performance over five main categories: (Ⅰ) Prior Condition, (Ⅱ) Conflict, (Ⅲ) Strategy, (Ⅳ) Task Interaction in the team, (Ⅴ) Social interaction in the team. Based on the research method of comparative cases, we selected six Chinese entrepreneurial teams as research objects. We show how individual behaviour affects the development of team cohesion in the entrepreneurial team at the individual level and team level. More specifically, we consider that entrepreneurial team cohesion changes are more complicated than traditional teams. The team cohesion of the entrepreneurial team has certain randomness because there is no guidance from the leader. The influence of personal factors on team cohesion will be more intense. When the entrepreneurial team improves team cohesion, team members need to participate more.

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Syftet med studien var att undersöka lagidrottares uppfattning av tränarens uppgiftsinvolvering och dess effekt på upplevd lagsammanhållning och idrottsprestation utifrån kön och tävlingsnivå. Kopplingar gjordes till Need Achievement Theory, Achievement Goal Theory och Multidimensional Model of Leadership. Deltagare bestod av totalt N=220 manliga och kvinnliga lagidrottare från allsvenskan till U17. Frågeformulären bestod av CSAI-2, PeerMCYSQ och LSS. Resultaten visar att elitpresterande män har mer konkurrens inom lag och uppfattar tränaren som mer demokratisk än elitpresterande kvinnor. Elitpresterande kvinnor har mer förbättring inom lag. Amatörpresterande män har mindre konkurrens och uppfattar tränaren som mindre uppgiftsinvolverad. Slutsatsen är att lagidrottares olika uppfattning av tränares beteende kan bero på idrottares ansträngning, relationer och autonomi. Resultaten diskuteras i relation till tidigare studier och teori. Förslag på implikationer och framtida studie ges. / The purpose of this study was to investigate team sport athletes perception of the coachs’ task involvement and its’ effect on perceived team cohesion and athletic performance by gender and competition level. Connections were made to Need Achievement Theory, Achievement Goal Theory, and Multidimensional Model of Leadership. Participants consisted of a total of N=220 male and female team sport athletes from allsvenskan to U17. The questionnaires consisted of CSAI-2, PeerMCYSQ and LSS. The results shows that elite performing men have more competition within the team and perceive the coach as more democratic than elite performing women. Elite performing women have more improvement within the team. Amateur performing men have less competition and perceive the coach as less task involved. The conclusion is that team sport athletes varied perception of coaches behavior can depend on athletes effort, relations and autonomy. The results are discussed in relation to previous studies and theory. Suggestions on implications and future study is given.

Thesis (M.S.)--Miami University, Dept. of Physical Education, Health, and Sport Studies, 2004. / Title from first page of PDF document. Includes bibliographical references (p. 70-77).

Background: The COVID-19 pandemic forced many companies to transition to remote work, which has created a social distance among team members that may affect team performance. Although previous studies have examined the relationship of team cohesion and team performance, few have investigated the question whether remote work affects team performance. Specifically, this study examines the correlation between team cohesion and team performance by comparing the same teams working locally versus remotely. Objectives: The objective is to investigate the correlation between team cohesion and team performance based on whether teams work locally or remotely. Method: The study was quantitative, using regression analysis. Data was gathered at a software company in Sweden. Team cohesion was evaluated based on verbal mimicry via the Language Style Matching (LSM) algorithm, applied on chat messages. Team performance was evaluated based on git contributions and tickets done. Team efficiency was analyzed via Data Envelopment Analysis (DEA). Team efficiencies were analyzed in the context of both time periods, before and during the COVID-19 pandemic, and both work settings. Association between team efficiency and team cohesion was investigated based on the work setting. Tools such as Excel, R, Python, LIWC, and MS Forms were used. Analysis results: When efficiency is correlated with LSM score (cohesion) for teams working remotely, there is a significantly strong positive correlation, suggesting cohesion plays an important role on team efficiency when working remotely. This observation is in line with previous research on cohesion influence on performance of local teams. The change of work setting did not affect the cohesion level of teams. Conclusions: Teams working remotely can be as effective as teams working locally. Teams working remotely can be as cohesive as teams working locally. Cohesion is especially relevant for team performance when teams work remotely. Recommendations for future research: One suggestion is to add Social Network Analysis (SNA) in the study to enhance internal validity of team cohesion measurement. Additional research could be done by conducting a qualitative study to compare against the perceived cohesion and performance.

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