In this study, we explored the antecedents, consequences, and boundaries of team effectiveness and organizational performance. Specifically, we examined the relationship between team leadership and team effectiveness, and the relationships between team and organizational performance. We collected data from 15 ocean vessel teams and four executive & middle-level managers. The results showed that both team climate and team leaderships had a positive effect on team effectiveness. In addition, team effectiveness was positively related to organizational performance.

ABSTRACT The purpose of this study is to investigate the effectiveness & influence of paternalistic leadership on top management team. Finally, we want to understand which element of the paternalistic leadership has effective influence on echelon team effectiveness. And the adaptability of paternalistic leadership model on echelon team leading. This study is according to 840 effective cases from 120 echelon teams belong to primary schools in the country, installed 6 team members completely. It is adopted SPSS FOR WINDOWS as the tool for sampling data in descriptive statistic and examination the correlated coefficient Cronbach¡¦s £\ of all variables. Relativity analysis is used to analyze the relationship among all variables. Block regression analysis is used to examine the predictability of team effectiveness in each element of paternalistic leadership and the paternalistic leadership model. The results are present in below. 1. The elements, benevolence and moral, have significantly positive prediction on echelon team effectiveness, including team performance, team commitment, team cooperation & leading satisfaction . 2. The authoritarianism has significantly negative expectation on echelon team effectiveness excluding team performance. 3. The paternalistic leadership model has significantly prediction on echelon team effectiveness. 4. In paternalistic leadership model, authoritarianism hasn¡¦t negative reaction on team performance & team commitment. Keywords: team leadership, paternalistic leadership, echelon team, team effectiveness

Under the impact of the trend of globalization, enterprises face a more complicated and competitive external business environment than before. For the reason, the organization has to find out a business model which can react to any change in the environment and the market and which can reduce cost and establish a humungous niche. In such a background, an advanced information technology and an Internet communication application conjoin with the organizational demand; therefore, Virtual Team, a new type of teamwork system, is brought forth. Whether a team is virtual or traditional, it doubtlessly consists of people; however, without mutual-cooperation, the group cannot work efficiently and is arduous to accomplish a target. Apparently, there are various factors influencing the efficiency of a team. Among them, the most critical factors are leadership and team process. This study is to discuss what types of leadership should adopt to make their members cohere and then to be a competent company. The questionnaire of Virtual Team was sampled from the groups related to Information. Firstly, the author referred to the related documents to find out the factors connected to leadership versus a team, and then interviewed six managers experienced at Virtual Team to distinguish the relationships from factors. The author, furthermore, built a research framework and analyzed it in Partial Least Square. The result demonstrates that an increase on the members¡¦ participation and humanistic leadership make positive impacts on the team process of Virtual Team including communication & interaction, cooperation and conflict reconciliation. The team process, moreover, is the critical factor to affecting team efficiency.

When a face-to-face work group tries to accomplish its collective goals, the effectiveness and maturity of a group hinge on the combination of the functional roles performed by group members¡X task-oriented roles and group maintenance roles [Klopf, 1981; Benne et. al., 1948]. This research examines the phenomenon of group developmental processes, the functional roles performed by group members, and the relationships among certain critical functional roles, group maturity, and team effectiveness in the learning-task oriented virtual team setting. The samples are 24 project teams composed by part-time graduate students in a cyber university. After analyzing the group discussion sections by content analysis method, the development processes of these virtual teams demonstrate Tuckman¡¦s five-stage model of group development: forming, storming, norming, performing and adjourning. For the groups on forming stage, there are only two group maintenance roles ¡X initiator and information seeker/giver, performing by virtual team members. Conflicts between team members are not obvious due to virtual teams¡¦ learning-oriented task. Three group maintenance roles ¡X encourager, gatekeeper, and follower will encourage the occurrence of group cohesiveness and lead virtual teams to norming stage. Furthermore, when groups mature, four emerging task-oriented roles ¡X opinion seeker/giver, coordinator, orienter and evaluator will enhance the virtual team effectiveness. Negative functional roles (process-hindering roles) are rare due to virtual team¡¦s learning-oriented task. Therefore, this result indicates that members in a virtual team should play different critical positive functional roles according to their group¡¦s developmental stages, and it will facilitate group evolvement and improve team effectiveness.

The purpose of this study is to investigate the influence of team leadership on team value and how team leadership passes through team value to affect team effectiveness. Finally,we want to understand the relative influence of transactional leadership and transformational leadership on team effectiveness and team value. This study has adopted SPSS FOR WINDOWS as the tool for ststistical analysis.For sampling data in descriptive statistics and examine the correlated coefficient Cronbach¡¦s £\ of all variables.Relativity analysis is used to examine the relationship of all variables.Block regression analysis is used to examine the predictability of team effectiveness in relation to team leadership and teem value,and the predictability of team value in relation to team leadership. Major findings include the following¡G 1. Transactional leadership and transformational leadership have significant influence on team value. 2. The intermediate effect of team value between team leadership and team effectiveness is not very strong. 3. The predictability of team effectiveness in relation to transformational leadership is better than the predictability of team effectiveness in relation to transactional leadership. 4. The predictability of team value in relation to transformational leadership is better than the predictability of team value in relation to transactional leadership.

This dissertation evaluates a model linking intraunit justice climate to outcome variables (team performance, unit-level citizenship behavior, and satisfaction with teammates) through the mediating role of teamwork quality. Intraunit justice climate (IJC) is defined as the shared perception that team members treat each other fairly. IJC includes three dimensions: distributive, procedural, and interactional justice. Distributive IJC refers to the extent to which team members receive what they deserve based on their contribution. Procedural IJC refers to the extent to which team members use fair procedures in the decision making process in the team. Interactional IJC refers to the extent to which team members treat each other fairly interpersonally. In this dissertation, I argue that a high level of IJC may influence the pattern and quality of interaction among team members (teamwork quality), which in turn may influence team outcomes. This model was tested in a longitudinal study using 164 undergraduate project teams (N = 570). Participants responded to three surveys (each separated by four weeks) which assessed IJC (Time I), teamwork quality (Time II), unit-level citizenship behavior, and satisfaction with teammates (Time III). I also obtained team project grades as an indicator of team performance. Results of the study indicate that teamwork quality mediated the relationship between two dimensions of intraunit justice climate: distributive and procedural IJC, and indicators of team effectiveness: unit-level citizenship behavior and satisfaction with teammates. Theoretical and practical implications of these findings and directions for future research are discussed.

Indiana University-Purdue University Indianapolis (IUPUI) / As organizations use more and more work teams, selecting and assembling effective teams is becoming increasingly important. Past research and theory has demonstrated that informal roles serve as a critical linking mechanism between individual-level characteristics such as personality and team-level effectiveness. The present study builds upon this area of research and theory by testing the individual-level link between personality and informal roles and the team-level link between team informal role configuration and team effectiveness. These links were tested using a sample of 152 undergraduate students participating in 38 teams of four. The teams engaged in an information-sharing business simulation where the goal was to generate the highest possible profits across two simulated business years. At the individual level, the Big Five personality dimension Agreeableness positively and significantly correlated with the adoption of the Communicator role, while the relationship between Conscientiousness and the Contractor role approached significance. With regard to the team level, a positive relationship was found between the number of Completer roles performed within a team and the level of team effectiveness for the first simulated business year, and the relationship between the total number of informal roles performed within a team and team effectiveness in the first simulated year was found to be marginally significant. Using a criterion profile analysis approach, two criterion patterns were identified in which optimal informal role configuration patterns yielded high levels of team effectiveness. Overall, results from this study lend some support to the demonstrated links between personality and informal roles and informal role configuration and team effectiveness, which have important implications for organizational selection and employee development.

In recent years, the definition of cybersecurity professional has been diluted to include more individuals, particularly women, to be included. Depending on the definition used, women currently comprise between 11% and 25% of the cybersecurity workforce. While multiple studies have indicated the benefits to diverse teams, research in the cybersecurity area is lacking.This research proposes a framework that uses a modified escape-the-room gamified scenario to measure the effectiveness of cybersecurity teams in technical problem-solving. The framework presents two routes, incident response and penetration testing, the participants can choose. In a preliminary study, this framework is used to show the combination of gender diversity and prior cybersecurity experience and/or cybersecurity knowledge, particularly in women, are found to be significant in reducing the time taken to solve cybersecurity tasks in the incident response, and penetration testing domains.In conclusion, opportunities for extending this research into a large-scale study are discussed, along with other applications of cybersecurity escape-rooms.

The challenges we face in society are becoming increasingly complex. Addressing complex problems (such as climate change, food security, and water conservation, among others) requires working with others in an interdependent and collaborative environment. However, employers have noted that college graduates are insufficiently prepared to work effectively in teams. The central problem this study seeks to solve pertains to the inability of college graduates to engage effectively in teamwork. I have identified transformational leadership and effective followership behaviors as predictors of teamwork quality and team effectiveness in the study. This study applies an explanatory sequential mixed methods design to examine: (a) whether transformational team leadership is positively related to team effectiveness, as mediated by teamwork quality, (b) whether effective team followership is positively related to team effectiveness, as mediated by teamwork quality; (c) team members' perceptions of overall teamwork quality, (d) team members' perceptions of how transformational team leadership influences overall teamwork quality and team effectiveness, (e) team members' perceptions of how effective team followership influences overall teamwork quality and team effectiveness, and (f) the differences and similarities that exist between teams in the perceptions of teamwork quality, transformational team leadership and effective team followership. Quantitative data were collected through surveys that were completed by 98 students (n=98) subdivided into 20 project teams (j=20) in the Virginia Governor School for Agriculture, as well as 84 students (n=84) subdivided into 10 project teams (j=10) in a leadership class at the University of Georgia. Follow-up focus groups were conducted with five teams (j = 5, n = 27). Statistical analyses included: descriptive statistics, correlational tests, exploratory factor analysis (EFA), Cronbach's alpha tests, and a mediation analysis based on ordinary least square regression-based path analysis. Coding and thematic analysis of focus group transcripts were carried out in the qualitative phase. Findings indicate that transformational team leadership was positively related to team effectiveness ( = 0.54, p < .05), such that the relationship was mediated by teamwork quality. However, teamwork quality did not mediate the relationship between effective team followership and team effectiveness. Findings show a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. In contrast, groups with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, findings show a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibited centralized leadership, while teams with high-quality teamwork exhibited shared leadership. Lastly, findings show a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and those with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers. / Doctor of Philosophy / In today's world, employers are interested in the ability of college graduates to work effectively in a team. This is because the problems organizations face today are increasingly complex and require teamwork. Unfortunately, employers have rated many college graduates as inadequately prepared to work effectively in teams. Seeing this problem, I wanted to know what factors influence college graduates' ability to engage effectively in teamwork. While leadership researchers have identified team members' leadership and followership behaviors as factors that influence their ability to work effectively in a team, there is a need to know what that relationship looks like. Therefore, in this study, I have explored how transformational leadership and effective followership behaviors of team members influence teamwork quality and team effectiveness. I surveyed 20 student project teams comprised of 98 students in the Virginia Governor School for Agriculture, as well as 10 student project teams comprised of 84 students in a leadership class at the University of Georgia. As a follow-up, I conducted small-group discussions with five teams to understand what was going on in their teams regarding teamwork quality, leadership, and followership. I found that transformational team leadership influenced team effectiveness by improving the quality of teamwork in a team. However, effective team followership did not improve the quality of teamwork in a team. I also found a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. On the other hand, teams with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, I found a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibiting centralized leadership, and those with high-quality teamwork exhibited shared leadership. Lastly, I found a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and teams with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers.

Today's global economy requires many organizations to co-ordinate work across a variety of intra and inter-organizational boundaries (Armstrong & Cole, 1995; Lipnack & Stamps, 1997). Global competition, re-engineered product life cycles, mass customization, and the increased need to respond quickly to customer needs are just some of the more pronounced trends currently driving organizational change (Grenier & Metes, 1995; Miles & Snow, 1986; Miles & Snow, 1992). An organizations growth and profitability is largely due to the strategies of globalization. Firms developing products with global applications must build competencies to connect and leverage knowledge on a worldwide basis (Bartlett and Ghoshal, 1998). In several industries product development is a crucial ingredient and therefore factors such as cost of development, cycle time and increased productivity are key drivers for market share and profitability. Product development is an expensive process particularly in the engineering and technology intensive segments. Technological advances have enabled many companies to assemble teams of employees from across the country or around the world into global teams to solve complex organizational problems (Lipnack and Stamps, 1997). Such teams are sometimes temporary, culturally diverse, geographically dispersed, and electronically communicating collections of individuals (Kristof, Brown, Sims, and Smith, 1995). These teams allow organizations to increase efficiency and effectiveness by tapping the knowledge, skills, and expertise of employees around the globe, increasing opportunities for information or knowledge exchange through expanded social networks (Wellman 1996). A large amount of investment is spent in human resources and hence ways to optimize the spending by leveraging global resources, directly helps the bottom line (Govindarajan & Gupta 2001). Models that could be used to understand better team development and effectiveness have been limited to those based on the traditional colocated group perspective. Theory development and empirical research are needed to help managers better understand and respond to the challenges that global teams face (Furst, Blackburn & Rosen, 1999). A literature review conducted found though team effectiveness has been fairly well researched the extension of the topic and as applied to global teams remains a gap. This study attempts to understand team effectiveness and its relevance when applied to a global team in a product development environment. The study involves developing a suitable model and understanding the causal relationships between the identified factors and explains the model based on the findings. Review of Literature The study reviewed a vast amount of literature relating to teams and small workgroups and summarized findings under; Team Definition, Team Types and Nature, Team Composition, Task Design, Team Development, Team Processes, Organizational Context and Global Teams. The literary review suggests that though research is steadily increasing, empirical studies on performance and effectiveness are limited. There has been very few studies on effectiveness as applied to global teams. Literature review on the subject of global teams, suggests that these teams, face even greater challenges because of their geographical separation, diverse cultures, and language. The study identified factors as applicable to global team effectiveness based on previous studies and calibrates them with findings in general team and workgroup study. The study considers Task design, Team composition, and Organizational context factors and attempts to empirically determine causal relationships with Team Processes and Team Effectiveness. Objectives and Methodology The objectives of the study are as follows: 1 To develop and validate a conceptual model that explains global team effectiveness in a product development environment. 2 To establish relationship between team design, team composition, knowledge management context and senior management context towards global team effectiveness in a product development environment. 3 To illustrate the application of the validated model and relationships for developing interventions to enhance effectiveness in a product development environment through a qualitative case study. The methodology adopted was to study contemporary team effectiveness models from literature and get an understanding of the key variables and factors that influence effectiveness. Next, based on prior studies on global teams, a model was developed using an established effectiveness model and extended it to global teams. The main study comprised of analyzing responses from 376 participants from 64 projects working together as global teams. The conceptual model developed consists of two key factors measuring effectiveness namely; Product Development Effectiveness and Team Process Effectiveness. The enabling factors, that are called as ‘global factors’ in the study that influence effectiveness in the model are; Team Design and Composition, Senior Management Context and Knowledge Management Context. Measures defining each factor were developed, refined and checked for reliability and validity. The factor analysis conducted suggested that Product development effectiveness variables include; Schedule compliance, Functional completeness, Product Quality, Cost compliance and Innovative Problem solving. Team Process effectiveness includes; Internal motivation in the team, Looking forward to team challenges, Willingness to share Knowledge, Conflict resolution, Openness to Learning and Quality team interaction. Similarly, factor analysis suggests Task design and team composition be combined as Team Design and Composition. The variables included are; Clear Goals, Well defined output or deliverable, Use of Judgment, Adequate skill sets (Technical, Functional, Program Management and Diversity) and Right size. Knowledge Management Context variables following factor analysis are; Knowledge management practice, Perceived importance of knowledge management, adequate infrastructure and Existent reward system. Senior Management context variables are; Global Senior management support, Management review support and Easy information flow. In order to achieve the objectives of the study a detailed Structural Equation Modeling using Partial Least Squares method was conducted. The measurement model and structural model was assessed, path coefficients studied, moderating effects studied and model evaluated for goodness of fit. In addition, an in depth case study is conducted and the model is applied in a practical scenario. Results and Discussion The study suggests the importance of global teams in a product development environment. This is particularly so as distance, time, culture and technology interface make it all the more important for global teams to have means of measuring effectiveness. It is also necessary to have an understanding of the enabling factors aiding effectiveness. The study suggests a model for measuring effectiveness in global teams involved in product development as; Meeting milestones and timely delivery of the output, Meeting product functional and technical requirements, Quality of output delivered, Cost and budget targets and Innovative problem solving are typical measurements of effectiveness. The model encourages using Team Process Effectiveness as a measure and suggests it has a moderating influence it has on Product Development Effectiveness. The Team Process Effectiveness measures are; Internal motivation amongst members within the team, Identifying if the team looks forward to challenges, Willingness to share knowledge with each other, Resolving conflicts within the team in a positive manner, Openness to learning and Quality team interaction. The model developed indicates that all paths defined and relationships are positive and the model is structurally valid. As hypothesized, factors, Team Design and Composition, Knowledge Management Context and Senior Management Context has significant relationship with Team Process Effectiveness. Further, Team Process Effectiveness has positive causal relationship with Product Development Effectiveness. Knowledge Management Context and Senior Management Context have a significant and positive relationship with Team Process Effectiveness. The study confirms the moderating influence Team Process Effectiveness has on Team Design and Composition, Senior Management context, Knowledge Management Context with Product Development Effectiveness. The in depth case study on a department of 75 members of product development global teams provided the insight into the empirical analysis, strengthened it and helped understand several other aspects of global teams. Conclusion The study provided an in-depth understanding of global team effectiveness by reviewing literature and identifying variables that influence global teams in a product development environment. A model was developed, empirically validated and tested. The model includes effectiveness factors and enabling factors and relationship between factors have been explained. A case study spanning a period of five years on a global team involved in product development was conducted and the model applied in practice. This study suggests that the model can be used by organizations and practicing managers for understanding, developing and leading global teams involved in product development.