Team Achievement Goals and Sports Team Performance

This study focuses on team achievement goals and performance outcomes in interdependent sports teams. Team achievement goals reflect shared motivational states that exist exclusively at the team level. In a survey among 310 members of 29 premier-league field-hockey teams, team-level performance-approach, performance-avoidance, mastery-approach, and mastery-avoidance achievement goals explained 69% of the overall variance in team performance and 16% after controlling for previous performance. Teams performed better to the extent they were more approach- and less avoidance oriented in terms of both mastery and performance, although mastery-approach goals related to early-season team performance rather than predicting later changes in team performance

A meta-analysis of induced achievement goals: the moderating effects of goal standard and goal framing

In this paper, we present a meta-analysis of the motivational and performance effects of experimentally induced achievement goals and the moderating effects of goal standard and goal framing; comprising 90 studies which provided 235 effect sizes (11,247 participants). The findings show that, relative to performance-approach and performance-avoidance goals and no-goals, induced mastery-approach goals enhanced performance, but not motivation. With regards to the goal standard used in the inducement, mastery-approach goals related to better performance than performance-approach goals, when mastery-approach goals were based on task-referenced standards or when social comparison was used as a standard for inducing performance-approach goals. With regards to the goal framing used in the inducement, mastery-approach goals were more beneficial when achievement goals were induced by means of goal content. We therefore conclude that goal framing and goal standard should be taken into consideration in achievement goal research and practice

Goals, strategies, and group performance : some limits of goal setting in groups

Based on Mitchell and Silver’s (1990) tower-building paradigm, the authors performed two experiments on multilevel quantity goals, strategies, and performance in task-interdependent groups. The study compared four goal types: IG (individual goal), GG (group goal), IG + GG (individual + group goal), and NSG (nonspecific goal). IG yielded low cooperation and performance, whereas, unexpectedly, NSG yielded high cooperation and performance. To explain this finding, we discerned two goal-setting components: Goal referent (performance-level targeted; individual/group) and goal specificity. Mediation analyses suggest that referent triggers a cooperation/competition mechanism, explaining the lower IG performance, whereas specificity triggers a speed/ accuracy mechanism, explaining the higher NSG performance. We conclude that individual goals can interfere with cooperative processes and group performance, and, for time-constrained interdependent tasks requiring speed and accuracy, specific difficult quantity goals may promote risk taking, thereby obstructing goal attainment

The effect of subconscious performance goals on academic performance

We investigated the impact of subconscious goals on academic performance in two field experiments. We show that unobtrusive priming of goals with regard to achievement motivation by means of a photograph improves performance in different educational contexts. High-school students who were exposed to an achievement-related photograph achieved higher grades than students in two control conditions. This effect was not affected by students’ prior performance. University students exposed to a photograph representing a specific, difficult goal reached even higher performance than students taking the exam with a general achievement photograph. For practice, subconscious goals may form a powerful, cost-effective tool to enhance academic performance. However, varying results across the experiments also prompt the need for further investigations of such effect

Shared decision making, a buzz-word in the Netherlands, the pace quickens towards nationwide implementation ...

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A Group-Level Conceptualization of the 2 × 2 Achievement Goal Framework

While achievement goal theory is well-represented in the individual motivation literature, we know little about its role in groups. In 2001, Elliot and McGregor proposed a 2 × 2 achievement goal framework, which consists of a mastery-performance goal distinction and an approach-avoidance goal distinction. In the present study, we define this 2 × 2 framework at the group level and examine antecedents and collective motivational outcomes of group-level achievement goals in a longitudinal study among 125 small student groups engaged in a debating course. Results support the group-level 2 × 2 framework, although the shared nature of group-level performance-avoidance requires further attention. Individual dispositional achievement goals, measured before group formation, predicted subsequent group-level achievement goals. Concerning group-level motivational outcomes, a group climate focused on learning and improvement seems especially beneficial, as it related positively to sustained collective effort, group reflexivity, and group task strategy effectiveness, and mitigated adverse effects of group performance-approach achievement goals

Self-managing teamwork and psychological well-being: Review of a multilevel research domain

Contains fulltext : 46994.pdf (publisher's version ) (Closed access)In this article, we present a qualitative discussion of 28 empirical studies on self-managing team-work and psychological well-being. We address three questions: (a) Which variables did they include and which results did they obtain?; (b) How did authors deal with issues of level of theory, measurement, and analysis?; and (c) Do such level issues affect the results of the studies? This review demonstrates that only job satisfaction is consistently related to self-managing teamwork. In addition, authors often fail to specify the level of their theory, thereby impeding judgment on the appropriateness of analysis procedures. Finally, we present preliminary evidence that level issues may affect the results. We plead for the incorporation of multilevel theory andanalysistechniquesintothefieldofself-managingteamworkandpsychologicalwell-being.15 p