Search results

Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader's verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.

Purpose - The purpose of this paper is to examine the relation between team political skill, i.e., the mean level of political skill among team members, and team performance. Specifically, it proposes that the link between team political skill and team performance is ambiguous and contingent upon a common professional background as well as collective team commitment within the team. Design/methodology/approach - Data from 45 service teams with 295 team members and their supervisors were analyzed. Hypotheses were tested using OLS regression. Findings - The results show that a common professional background and collective team commitment serve as crucial contingencies for the relationship between team political skill and team performance. Research limitations/implications - This study complements previous individual-level research demonstrating a positive relation between political skill and relevant outcomes by highlighting that the link between team political skill and team performance is ambiguous and contingent upon other team characteristics. Practical implications - To enhance team performance, managers should carefully consider the interplay between team political skill and other team characteristics when making staffing decisions. Originality/value - The study highlights the relation of political skill with team performance and points to a potential downside of political skill in organizations.

PurposeThe purpose of this paper is to examine the relation between team political skill, i.e., the mean level of political skill among team members, and team performance. Specifically, it proposes that the link between team political skill and team performance is ambiguous and contingent upon a common professional background as well as collective team commitment within the team.Design/methodology/approachData from 45 service teams with 295 team members and their supervisors were analyzed. Hypotheses were tested using OLS regression.FindingsThe results show that a common professional background and collective team commitment serve as crucial contingencies for the relationship between team political skill and team performance.Research limitations/implicationsThis study complements previous individual-level research demonstrating a positive relation between political skill and relevant outcomes by highlighting that the link between team political skill and team performance is ambiguous and contingent upon other team characteristics.Practical implicationsTo enhance team performance, managers should carefully consider the interplay between team political skill and other team characteristics when making staffing decisions.Originality/valueThe study highlights the relation of political skill with team performance and points to a potential downside of political skill in organizations.

This study explores team-level mechanisms linking team regulatory focus and team creativity. Drawing on the team self-regulation perspective and regulatory fit theory, the mediating roles of team exploratory and exploitative learning and the moderating effect of team bureaucracy were examined. Team-level analyses conducted on data captured from the leaders and members of 135 teams. The results showed that team exploratory learning mediates the relationship between team promotion focus and team radical creativity, whereas team exploitative learning mediates the relationship between team prevention focus and incremental creativity. Furthermore, the team bureaucratic context, including centralization and formalization, moderated the indirect relationship between team regulatory focus and team creativity. The findings improve understanding of why team regulatory focus differentially contributes to team radical and incremental creativity. The findings also provide meaningful insight into the role of team bureaucracy in the team regulatory focus–team creativity relationship.

About the author -- Introduction -- What is special about global teams -- Leading the team -- The global leadership challenge : new skills, new mindset -- Teams without borders -- Trust : the glue that binds the team -- Communications : less noise, more understanding -- Creating the firm-wide context for success -- Goals : clear goals or shared goals? -- Systems and processes : the building blocks of success -- People and skills : global talent, global mindset -- Culture : building cultural intelligence -- Structure: co-ordination and conflict -- Rising to the global challenge : lead, trust and support -- Conclusions -- Acknowledgements -- Glossary -- Index

Ralf Friedrich developed an academically validated and process-oriented maturity model with emphasis on special needs of virtual teams. He provides criteria and indicators of performance for virtual teams and combines different approaches of maturity models into an overall framework to measure and develop virtual team performance. This book describes the development and validation of the Virtual Team Maturity Model (VTMM®) consisting of 11 processes for virtual team collaboration, defined by inputs, methods, outputs and Key Performance Indicators (KPIs) assigned to four maturity levels. The model supports an algorithm for calculating the maturity level of the team based on a set of questionnaires.

"Leading a fast-growing team is a uniquely challenging experience. Startups with a hot product often double or triple in size quickly a recipe for chaos if company leaders aren't prepared for the pitfalls of hyper-growth. If you're leading a startup or a new team between 10 and 150 people, this guide provides a practical approach to managing your way through these challenges. Each section covers essential strategies and tactics for managing growth, starting with a single team and exploring typical scaling points as the team grows in size and complexity. The book also provides many examples and lessons learned, based on the authors' experience and interviews with industry leaders"--Back cover

The objective of this book is to report on contemporary trends in the defence research community on trust in teams, including inter- and intra-team trust, multi-agency trust and coalition trust. The book also considers trust in information and automation, taking a systems view of humans as agents in a multi-agent, socio-technical, community. The different types of trust are usually found to share many of the same emotive, behavioural, cognitive and social constructs, but differ in the degree of importance associated with each of them. Trust in Military Teams is written by defence scientists from the USA, Canada, Australia and the UK, under the auspices of The Transfer Cooperation Programme. It is representative of the latest thinking on trust in teams, and is written for defence researchers, postgraduate students, academics and practitioners in the human factors community.

This volume addresses the need to focus on temporal adaptations of teams. Modern organizations have been relying on teams more often to cope with the changing economic and technological climate. An increase in the use of teams has led to more team research throughout the fields of cognitive science, human factors, organizational psychology, assessment, and behavioral science. How teams grow and change is important for their performance and their members' satisfaction with their work; therefore, the attention that this book lends to teams' temporal factors is much deserved. Editors Eduardo Salas, Lauren B. Landon and William B. Vessey have gathered some of the best and brightest team researchers to contribute to this book. The various chapters offer readers background information, temporal measurement tools, and implications for research and practice. The book covers such interesting perspectives as team leadership, trust, cultural implications, and temporal implications in long-duration, extreme situations, including space exploration. This book serves as a resource to researchers who study teams, managers who lead teams, and those who work in teams.