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.

Leader-member exchange (LMX) differentiation, the extent to which the leader forms different quality exchange relationships with group members, is the fundamental premise of LMX theory. The present study tests whether, why, and when LMX differentiation increases group outcomes. More specifically, I suggest a dual perspective model of LMX differentiation and group effectiveness, which includes both leaders' and members' perspectives on LMX differentiation. To explicate the effects of leader- and member-rated LMX differentiation on group effectiveness, I delineate two group processes (task and socio-emotional processes) to link LMX differentiation to two aspects of group effectiveness (group performance and group viability). I propose that leader-rated LMX differentiation increases group performance via task group processes (group role clarity and group coordination) whereas member-rated LMX differentiation decreases group viability via socio-emotional processes (relationship conflict and group potency). Furthermore, I propose moderators (distributed expertise, leader-leader exchange, leader prototypicality, and group power distance) suggesting when leader-rated LMX differentiation relates to task group processes more strongly and positively, and when member-rated LMX differentiation relates to socio-emotional group processes less strongly and negatively. Survey data, based on the US and South Korean employees working in 57 teams, were collected from three different sources (group leaders, members, and upper-level managers) at two points in time (with 3-month time lag). Results revealed three important findings: (a) leader-rated LMX differentiation is positively correlated with group role clarity, group coordination, and group potency and negatively correlated with relationship conflict, (b) group mean member LMX and group mean leader LMX were more robustly, positively related to most group process and effectiveness variables, and (c) leader prototypicality moderates the relationship between member-rated LMX differentiation and relationship conflict such that the negative relationship is significant only when members perceptions of leader prototypicality was high. The present study contributes to the LMX and team leadership literature by (a) providing a theoretical framework of a dual perspective to understand the LMX differentiation-group effectiveness relationship at the group level, (b) providing empirical evidence showing that leader-rated LMX differentiation is positively related to some group processes although these relationships were not significant when controlling for group mean LMX, (c) finding that the leaders' and members' perspectives on LMX differentiation are not highly correlated, and (d) emphasizing the role of leader prototypicality in understanding the effect of member-rated LMX differentiation at the group level. Based upon these findings, I suggest future research directions such as ways to improve measurement and operationalization of LMX differentiation, development of a theoretical model explaining the low level of LMX agreement between members and leaders, and examining LMX differentiation in broader contexts (e.g., HR systems or strategy and cultural contexts).

This thesis intends to analyze the influence of diversity in deep-level characteristics of team members on team dynamics. Intragroup conflict (relationship and task conflict) and team cohesiveness are selected as the group dynamics to be studied. Deep-level diversity is investigated with respect to personality traits (extraversion and time-urgency) and values (individualism) of team members. In addition, the moderating effect of time on the diversity- team dynamic relationship is analyzed. For the purpose of testing the hypotheses, a questionnaire study was conducted with 297 individuals from 55 teams, employed in defense and IT companies in Ankara. All analyses were performed at the group level. The results indicated that deep-level diversity in individualism was positively associated with relationship conflict in groups. Contrary to the hypothesis, it was also found that time played a neutralizing role on the effects of deep-level diversity on team conflict

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The purpose of this study was to empirically test the oft-noted hypothesis that shared mental models lead to implicit coordination. Specifically, this dissertation investigated the underlying mechanisms of implicit coordination and how different aspects of shared mental models affect the process. The research questions tested in this study were (a)how perceptions of sharedness affect the initiation of implicit coordination, (b) how actual levels of sharedness affect the process of implicit coordination, and (c) how quality of task mental models affects successful implicit coordination. Sixty same-gender, two-person teams engaged in a complex military reconnaissance planning task in which the team members were required to work together by exchanging information to plan routes for one unmanned aerial vehicle (UAV) and one unmanned ground vehicle (UGV). The results provided partial support for the influence of different facets of shared mental models on the process of implicit coordination. Specifically, individual mental model quality, not perceptions of sharedness or actual mental model sharedness, was the biggest predictor of the initiation of implicit coordination. Additionally, perceptions of sharedness and actual mental model sharedness interacted with one another, such that teams in mismatched conditions (high perceptions of sharedness but low actual sharedness [false consensus], or low perceptions of sharedness and high actual sharedness, [pluralistic ignorance]) tended to increase their communications. The implications and recommendations for future research on implicit coordination and shared mental models are discussed. Additionally, the implications for operators of unmanned vehicles are also discussed.

The shift towards relationship marketing entails an increased attention directed to buildingcollaborative relationships in the business-to-business market. This has further contributed tothe current interest in the intraorganizational setting in the area of sales and key accountmanagement, and more specifically the notion of sales teams. In light of the above, the purposeof this study is to develop a conceptual framework emphasizing the intraorganizationalperspective of such teams. Within this context, the team’s design and processes have beenhighlighted in relation to its performance and ability to form relationships with customers. Toprovide insights to the purpose of this study a single-case study was conducted in a companyoperating within the cloud software industry. The analysis demonstrates how the design of theteam, depicted by the formalization of procedures and the heterogeneity of team members’expertise, constitutes the frame in which the processes are carried out. Further, the interplay ofcommunication, proactiveness and alignment of goals showed to constitute key processesenabling the team to build relationships with its customers. Thus, by providing a conceptualframework emphasizing the intraorganizational perspective of sales teams, this studycontributes to the theoretical discussion as well as to practitioners in the field.

L’objectif de cette thèse est d’étudier, au niveau d’équipe, les antécédents de l’innovation au travail, ainsi que le rôle de la diversité sur ces relations. La diversité des attributs des membres des équipes est généralement étudiée comme un déterminant des résultats d’équipe. Cependant, nous proposons qu’elle puisse également avoir un rôle contextuel complexe. Avec le but d’évaluer ces idées, plusieurs études ont été menées dans : une organisation du service postal Italien (1) et une organisation militaire Italienne (2). Nous avons montré une relation positive entre la diversité d’âge et la créativité d’équipe (Chapitre 2, Article 1). Cette relation était plus forte pour des niveaux plus élevées de perception du climat d’inclusion au travail que pour les niveaux les plus faibles. De plus, la diversité peut également avoir un effet modérateur entre les facteurs d’équipe et l’innovation. Plus précisément, une relation positive a été mise en évidence entre le système de mémoire transactif et l’innovation d’équipes militaires et cette relation était modérée par la diversité de grade (Chapitre 3, Article 2). A des niveaux plus élevés de diversité de grade dans l’équipe, l’effet de la mémoire transactive sur l’innovation devenait non significatif. Enfin, nous avons montré que la diversité modère également d’autres déterminants de l’innovation d’équipe. Pour des niveaux de diversité d’âge faibles l’élaboration d’information relevant à la tâche à médié la relation entre la valeur organisationnelle perçue d’innovation et l’innovation d’équipe (Chapitre 4, Article 3). En complément, des analyses et études supplémentaires ont été réalisées afin d’étudier de manière plus approfondie les déterminants de l’innovation ainsi que le rôle, le type, et les effets de la diversité dans les équipes. Pour conclure, ces résultats montrent l’importance d’étudier les interactions entre la diversité et les facteurs déterminants de l’innovation dans les équipes de travail. / The objective of this dissertation is to study the team-level antecedents of innovation at work, as well as the role of team diversity’s in these relationships. The diversity of team member attributes is generally studied as an input of team outcomes; however, we argue that it can also adopt a more complex contextual role. With the purpose of evaluating the determinants of team innovation, several studies were carried out on: an Italian postal service organization (1) and on an Italian military organization (2). We found a positive relationship between age diversity and team creativity (Chapter 2, Article 1). This relationship was stronger at higher levels of perceived age inclusion climate than at lower levels. Additionally, diversity may also have a moderating effect between team-level factors and innovation. More precisely, a positive relationship was identified between transactive memory system and military unit innovation, and this relationship was moderated by grade diversity (Chapter 3, Article 2). At higher levels of military grade diversity, the effect of transactive memory on innovation became non-significant. Finally, we showed that diversity also moderated the effect of other team-level determinants of innovation. For low levels of team age diversity the elaboration of task-relevant information mediated the relationship between the perceived organizational value of innovation and team innovation (Chapter 4, Article 3). In addition, several analyses and additional studies were carried out with the purpose of studying more precisely the determinants of innovation as well as the role, type, and effects of team diversity. In conclusion, these results show the importance of studying the interactions between diversity and the antecedents of innovation in teams.

<p>The current study aimed at investigating the concepts of team situation awareness, mental models, and team processes in relation to performance in the complex, dynamic environment of breathing apparatus rescues. Data was collected during exercises at Ågesta training center through questionnaires and after action reviews. 28 firemen and 5 instructors participated in the exercises. Also, a stimulated recall interview was conducted with 2 of the firemen that had participated in one of the exercises. The different data collection methods all indicated that well-developed mental models or a high degree of pre-task knowledge affected performance in a positive way. Moreover, a multiple regression analysis showed that both pre-task knowledge and team processes significantly can predict performance. The results of the analysis of team situation awareness in relation to performance were fairly ambiguous. Therefore, further research is needed to establish the relation between these concepts in the domain at matter.</p>

Employee turnover is a major topic of research in organisational behaviour and human resource management. Particularly for health care organisations, employee turnover is a major concern because it produces shortages and unstable staffing, which consequently leads to increases in work demands, which can threaten well-being, job satisfaction and behavioural commitment of individual nurses and consequently the quality of care. High turnover at the collective team level has been considered to be more complex and significant than individual level turnover because of its negative impact on organisational performance and quality of patient care. The study of the consequences of turnover on organisational outcomes over time is important and it has begun to address at the collective level to understand the direct causal effects. However, few have investigated the underlying reasons for the negative effects of team turnover on organisational outcomes. Team turnover has been shown to disrupt normal operation of firms by weakening human resources, loosening social ties among members, and interrupting cooperation and change in assigned duties and responsibilities. There is a critical need to examine the theoretical mechanisms and boundary conditions that drive the effects of team turnover on team outcomes over time. Turnover research is limited in explaining turnover processes and outcomes at team level of analysis over time. The purpose of this research is to examine the effect of team turnover on team performance and team effectiveness outcomes over time by considering the mediating role of team trust, cooperative behaviours, monitoring behaviours and the moderating effect of team cohesion and team support. A model formulated around input-process-output (IPO) was developed, based on operational disruption theory, to test the direct and indirect effects of team turnover on outcomes using four waves of data collected over nine months from 827 nurses nested within 75 teams in two health care organisations, whereas team performance was assessed by supervisor ratings and team effectiveness was assessed by team member ratings. The findings of structural equation modelling showed a direct negative effect of team turnover on team performance and team satisfaction and indirect negative effects of team turnover on team performance, team satisfaction and team commitment. The result showed that team cohesion partially moderated the effect between team turnover and team performance and team satisfaction. Team trust, cooperative behaviour and monitoring behaviour act as multiple meditating roles between team turnover and team performance and effectiveness. The result showed that: (1) team trust fully mediated the effect of team turnover on cooperating behaviour and monitoring behaviour; (2) cooperative behaviour fully mediated the effect of team trust on team performance; and (3) monitoring behaviour fully mediated the effect of team trust on team commitment. The IPO model supported the research hypotheses that team turnover has a negative effect on key interaction processes and that these disruptions negatively influence team performance and team commitment. These findings contribute to further our understanding about team turnover and about the underlying relations between team turnover, processes and outcomes within teams. The findings of this study provide healthcare human resource managers and policy makers with a better understanding of how team turnover effects team performance and effectiveness through trust, cooperative behaviours and monitoring behaviours, as well as cohesion in teams assisting in dealing with negative implications of team turnover. The results of this study also offer advice that can help to implement intervention strategies to retain health care team members by supporting their teams that need to cope with operational disruptions such as human capital resources loss and social capital loss that associate with team turnover. Strengths and limitations of the study are outlined and the directions for future research are highlighted.