Personality and team performance: a meta-analysis

Using a meta-analytical procedure, the relationship between team composition in terms of the Big-Five personality traits (trait elevation and variability) and team performance were researched. The number of teams upon which analyses were performed ranged from 106 to 527. For the total sample, significant effects were found for elevation in agreeableness ( = 0.24) and conscientiousness ( = 0.20), and for variability in agreeableness ( = -0.12) and conscientiousness ( = -0.24). Moderation by type of team was tested for professional teams versus student teams. Moderation results for agreeableness and conscientiousness were in line with the total sample results. However, student and professional teams differed in effects for emotional stability and openness to experience. Based on these results, suggestions for future team composition research are presented

Planning new ideas: Does time management tendency benefit daily creativity?

We studied the relation between time management tendency and daily creativity in a diary study among 68 R&D engineers reporting on 412 workdays. The direct effect of time management tendency on daily creativity was positive, and the effect on its dispersion was negative. Theorizing that time management frees up cognitive and affective resources, we tested the mediating effect of concentration and positive affect in the relation between time management tendency and daily creativity at work. Multilevel analyses showed some support for an indirect effect of concentration, but not for an indirect effect of positive affect. In our analyses, we controlled for innovative cognitive style. Overall, we conclude that time management tendency provides benefits for daily creativity at work

The effects of framing social dilemmas as give‐some or take‐some games

Same‐sex groups were confronted with mathematically equivalent social dilemma games, framed as take‐some or give‐some games. For choice behaviour no difference between take‐some and give‐some games was observed. However, in take‐some games subjects were more inclined to relinquish decision‐making authority to a leader than in give‐some games. Some rival interpretations of these data are offere

How dynamics in perceptual shared cognition and team potency predict team performance

In a longitudinal field study of 37 professional project teams over almost 2 years, we investigated the dynamic relationship between perceptual shared cognition and team potency in predicting team performance. Our main results show that initial levels and change in perceptual shared cognition explain team performance outcomes through initial levels and change in team potency, respectively. Thereby, our findings confirmed that initial levels and change in team potency operated as an explanatory mechanism for the relationship between shared cognition and team performance. Interestingly, shared cognition change shows larger benefits on team performance outcomes than initial levels. In addition, we show differential relationships of task- and time-related shared cognition with the quality and timeliness criteria of team performance. Whereas shared task cognition predicts team performance in terms of both output quality and timeliness, shared temporal cognition predicts timeliness only. Altogether, this research suggests the unique theoretical value of change in perceptual shared cognition in explaining team performance and of affective-motivational team states as an alternative explanatory mechanism for the impact of shared cognition on team effectiveness. Practitioner points: Team members’ perceptions of being on the same page about their collaborative task and its temporal elements boost their confidence in the team's capabilities, thereby improving team performance. Team members’ perceived agreement about the ‘what’ of their collaborative task is conducive to both project quality and timeliness. Their perceived agreement on the ‘when’ of task accomplishment further facilitates a timely project completion. Team members’ cognitive consensus about the task and its temporal elements are subject to change, so is their confidence in the team's capabilities. Initial disagreements do not necessarily warrant eventual detriments, but performance excellence does require that cognitive consensus is being maintained and improved throughout the project

Performance management in healthcare: Performance indicator development, task uncertainty, and types of performance indicators

In healthcare, performance indicators are increasingly used to measure and control quality and efficiency of care-providing teams. This article demonstrates that when controllability is emphasized during indicator development, the level of task uncertainty influences the type of resulting performance indicators. We report findings from a field study in a medical rehabilitation centre in The Netherlands, where four low task uncertain teams ('hand trauma', 'heart failure', 'amputation', 'chronic pain'), and four high task uncertain teams ('children with developmental coordination disorders (DCD)', 'parkinson's disease', 'young children (0-4 years) with developmental disorders', and 'acquired brain injuries') participated in the development of performance indicators using the Productivity Measurement and Enhancement System (ProMES) method. Results show that teams higher on task uncertainty developed relatively more process indicators compared to outcome indicators, whereas the reverse was true for teams lower on task uncertainty. Additionally, process indicators developed by high task uncertain teams were more of a problem solving nature than process indicators developed by low task uncertain teams, which had a more procedural character. The study expands existing knowledge by providing a framework which explicates the task processes to be executed under different levels of task uncertainty, and in line with that appropriate performance indicators for healthcare teams.Healthcare Rehabilitation Task uncertainty Process performance indicators Outcome performance indicators Performance management Productivity Measurement and Enhancement System (ProMES) The Netherlands

Designing in teams : does personality matter?

Twenty-six multidisciplinary student design teams (n = 128) each built a robot that had to perform a specific task in a design contest. For these teams, an input—process—output framework of team member personality (input), generic and specific design behaviors (process), and contest result and supervisor and team member ratings of the design (output) was researched using correlations. Agreeableness and conscientiousness were positively related to generic design behaviors in both the concept and elaboration phase of the design process. Generic design behaviors were positively related to contest result and team member ratings of the design's technical realization. The conclusions hold implications for design research (multiple process and outcome measures are needed) and practice (attention for personality differences in teams and particular design behaviors in specific design phases foster design outcomes)