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.

In a rapidly changing business environment, it is difficult for enterprises to achieve their objectives by functional structures only. When organizational tasks become more complex, ¡§team¡¨ plays an important role on overcoming these challenges and helps achieving team performance. As a result, researches on team effectiveness have becoming ever more important today. The purpose of this study includes below: 1.Users should be involved because they possess knowledge which developers don¡¦t have but is required for system development. They should be viewed as partners with the developers that could make team to get target. 2.The most critical resource for knowledge teams is expertise, or specialized skills and knowledge, but the mere presence of expertise on a team is insufficient to produce high-quality work. Expertise must be managed and coordinated in order to leverage its potential. That is, teams must be able to manage their skill and knowledge interdependencies effectively through user and developer¡¦s good relationship. 3.The six facets of the Teamwork Quality (TWQ) construct, i.e., communication, coordination, balance of member contributions, mutual support, effort, and cohesion, are specified. TWQ shows a strong association with team members' personal success.

The use of Virtual Teams has become substantially more common place as the “global economy” has grown. Technology has enabled teams to collaborate across time and space, but can these teams perform as well or better than their co-located peers? The answer to this question is critical for companies considering offshoring or near shoring specific job functions. This question is also important for companies that require specialized resources that are unavailable in the local market place. The cost of relocating and centralizing specialized resources can be high and can be altogether avoided if virtual team performance is high. This paper addresses the performance question, discusses contingency factors impacting performance, and provides recommendations based both on the research and real world experience of the author / text

One important research topic in team research concerns how team composition (i.e., the configuration of team member attributes such as personality factors) affects team effectiveness. To date, researchers have almost exclusively focused on the role of team members' attributes (e.g., extraversion) without considering team members' status in the team. Yet, according to social network theory, a team member who occupies a central position in a team network (e.g., has numerous social ties to others) will have a greater impact on the team than other members who occupy peripheral positions. As a result, the effects of team composition on team effectiveness are not influenced exclusively by an attribute, but also determined by who possesses the attribute. To remedy this limitation and account for member "centrality" effects on personality in teams, I conceptualize team composition in the form of personality from a social network perspective. Using 584 team members of 84 teams in China, I test the effects of various operationalizations of team personality traits on team processes and performance. Specifically, the results indicate that team overall personality traits fail to display superior predictive validity over team mean personality traits in predicting team processes. However, I report that the most central member's conscientiousness and agreeableness have meaningful impacts on team processes. Finally, team maximum extraversion and openness interact with team member centrality in predicting team processes such that the personality traits have stronger effects on team processes when the traits are possessed by central members. In doing so, I help to clarify the construct of team composition and gain a better understanding of how team composition affects team outcomes.

A model was developed that explores several personal characteristic of individuals as predictors of their motivation to lead. Stable personality traits were hypothesized to interact with an individual's belief in the nature of effective leadership to differentially predict the level of their leadership aspirations. The use of a team laboratory design allowed for an examination of the causal nature of an individual‘s motivation to lead. An appointed team leader led their four-person team in a performance task with high levels of interdependence to examine the leader's impact on teamwork. Team leaders were rated by multiple sources during the task on directive leadership, empowering leadership, and laissez-faire leadership. Several significant relationships between personality and motivation to lead were found that lend support to earlier research on the antecedents to motivation to lead, although no moderating effects were uncovered. Leadership behaviors were differentially related to increases in team processes, and demonstrated strong associations with satisfaction with the leader, and leadership potential. Results indicated that team leaders who do not calculate the personal costs of leadership may be unable to positively influence team action processes. This study has implications for functional leadership theory, the development of the motivation to lead construct, and trait perspectives of leadership.

Communication deficiencies within interdisciplinary teams are known to reduce the effectiveness of those teams by causing erroneous behaviors (Alvarez & Coiera, 2006; Reader, Flin, & Cuthbertson, 2007). Also, many design defects have been attributed to communication breakdowns across disciplines (Chen & Lin, 2004). As the number of interdisciplinary teams in industry grows in order to adapt to dynamic business environments of the twenty-first century, providing an appropriate environment to improve interdisciplinary team effectiveness is critical for many organizations. In spite of its importance, little is known about what kind of environments support interdisciplinary team interactions. There were three objectives of this dissertation: 1) to investigate the influence of physical environment on the effectiveness of interdisciplinary engineering design teams, 2) to investigate the influence of interaction strategy design support on the effectiveness of interdisciplinary engineering design teams, 3) to construct behavioral indicators of successful interdisciplinary teamwork to design testing and design guidelines for interdisciplinary team collaboration spaces. To achieve these goals, the study was conducted in two phases. In Phase 1, the researcher conducted a direct observation of industry teams operating in the novel design space, the Kiva, at a design-consulting firm based in Pittsburgh, PA. The observation data provided 1) a list of significant participant behaviors to be examined and 2) interaction strategy design support (ISDS) procedures to be used during phase 2. Phase 2 was a laboratory-based 2x2 experimental study with physical room condition (Kiva vs. conference room) and interaction strategy design support (present vs. absent) as independent variables. The dependent variables were categorized as team process and output that measured team effectiveness. Overall, a significant interaction effect between the physical conditions and interaction strategy design support was found from all dependent measurements except for product evaluation. A significant main effect of physical conditions and interaction strategy support were found to a lesser extent. Based on the findings, testing methodology guidelines and design guidelines were developed. / Ph. D.

The present study investigated the relationship between collective leadership, team trust, and team performance longitudinally and with the inclusion of a performance feedback loop. Collective leadership was hypothesized to mediate the relationship between team trust and team performance; however, this hypothesis was not supported. Additional analyses support the conceptualization of collective leadership as an emergent state because collective leadership density increased significantly across two time-points. Further hypothesis testing revealed performance feedback to influence subsequent levels of team trust. / Master of Science

The purpose of this research was to test a causal model of interdisciplinary hospice processes and effectiveness. This research examined the impact of organization and team level structure constructs (organizational culture, team complexity, and team leadership) on hospice interdisciplinary team processes and subsequent influence on perceived team effectiveness. The relationships among perceived team effectiveness, team task satisfaction, and family satisfaction with hospice care were also examined.The sample consisted of 41 hospice interdisciplinary teams drawn from two hospice organizations in a southwestern city of the United States. Participants included 410 interdisciplinary team members and 32 hospice team leaders. Measures used in this research were adapted from instruments previously used in non-hospice settings. Data were collected through self-report surveys. Psychometric properties of all instruments were performed at the individual and group level. Psychometric properties of all but three scales (Hospice Organizational Culture: Group Culture, Hierarchical Culture, and Developmental Culture) exhibited reliability and evidence of validity as group measures.Four hypothesized relationships were supported, and six nonhypothesized relationships were significant in the model. All team processes except conflict management had positive direct effects on perceived team effectiveness. Perceived team effectiveness had a positive direct effect on team task satisfaction, and team task satisfaction was positively correlated with family satisfaction with hospice care in a limited sample. The proposed structural factors (hospice organizational culture, team complexity, and team leadership) did not impact hospice interdisciplinary team processes or team effectiveness. Approximately sixty-five percent of the variance in team effectiveness was explained by team hospice experience and team processes (leadership, communication, and coordination). Nearly fifty percent of variance in team task satisfaction was explained by the processes used for conflict management and perceived team effectiveness.Relationships identified in this research are viewed as preliminary. Future research should modify and re-examine model relationships with a larger sample drawn from diverse hospice organizations. In addition, structural variables influencing the hospice interdisciplinary team need to be re-examined for appropriateness and conceptual relevance. However, this study provided a foundation for understanding hospice interdisciplinary team processes and the influence of these processes on team and family satisfaction.

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Bakgrund: Smärta från rörelseorganen ligger bakom många sjukskrivningar. För att stärka den medicinska rehabiliteringen gjorde Socialdepartementet en överenskommelse med Sveriges kommuner och landsting 2008; Rehabgarantin. Den insats som skulle få prestationsersättning var multimodal rehabilitering. I Landstinget Dalarna har man startat multimodala team med resurser från Rehabgarantin i primärvården. Denna uppsats beskriver ett sådant teams uppbyggnad och faktorer som personal uppfattar som viktiga för teamets uppbyggnad och arbete. Syfte: Syftet med förändringsarbetet är att patienter med långvarig värk ska få ett snabbt och adekvat omhändertagande av ett team som har kunskaper och erfarenhet av att jobba tillsammans. Studiefrågor: Vilka effekter för patienterna kan kopplas till ansatsen att skapa multimodal rehabilitering på en primärvårdspraktik? Vilka faktorer, upplever personal på vårdcentralen, har påver-kat skapandet av ett smärtteam på vårdcentralen? Metod: En blandad studie med flera metoder för datainsamling. Öppen intervju med personal, strukturerad telefonintervju med patienter och journalgranskning. Resultat: Smärtteamet har lyckats påverka arbetsåtergången och patienterna har en positiv upp-levelse av genomförandet av rehabiliteringen där de varit med och skapat en rehabiliteringsplan. De faktorer som personal upplever har påverkat smärtteamets uppbyggnad är: syfte, mätningar, patientcentrering, samarbete, miljö, engagemang, information, stöd från ledning och tid. Diskussion: Oavsett om man fokuserar på ett teams uppbyggnad eller generellt på ett förbättringsarbete återkommer vissa faktorer som viktiga. Här ingår en tydlig plan för arbetet där deltagarna ställer sig bakom syftet med det arbete som man i teamet ska utföra och kontinuerliga mätningar för att öka engagemanget för deltagarna i arbetet och de som direkt eller indirekt berörs av arbetet. Vidare finns det en vinst att skapa sig en gemensam bild av vad vi tillsammans ska uppnå. Vidare forskning behövs av effekterna av teamarbete med smärtpatienter. Patientnytta och ekonomiska konsekvenser behöver kartläggas. Är multimodal rehabilitering det bästa alternativet eller kan intermediär rehabilitering vara ett alternativ för små enheter?