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Although role stress literature has almost exclusively focused on individual role incumbents, it is conceivable that shared conditions of ambiguity, conflict, and quantitative or qualitative overload may give rise to a collective experience of role stress in teams. Testing a multilevel mediation model among 38 Dutch project teams ( N = 283), we studied the interplay among individual and team role stress, team learning behaviors, and individual and team performance. Team role stress was discerned as a separate construct next to individual role stress. Team quantitative role overload, in particular, impeded team and individual performance by inhibiting team learning behaviors and, indirectly, also hindered individual performance by increasing individual quantitative overload.

Zu erleben, wie Ihre Führungs- und Entscheidungskompetenz für Teams wächst und wie Sie lernen, komplexe Prozesse zu analysieren und zielgerichtet zu bearbeiten - darum geht es in diesem Buch. Mithilfe neuer und bewährter Formate aus dem Neurolinguistischen Programmieren lassen sich Spannungen und Krisensituationen genauso leicht lösen, wie kritische Kommunikationsprobleme und konfliktbehaftete Projekte sich konstruktiv wandeln lassen. Teamentwicklungsformate und einfache Moderationstools helfen im Vorfeld, Gruppen in guten, arbeitsfähigen Zuständen zu halten oder erfolgreiche Teams zu kreieren. Das Buch legt den Schwerpunkt auf brauchbare Formate und Modelle - Best Practice Modelle für die Unterstützung professioneller Coachings, aber auch einfache Tools für die alltägliche Teamführung. Als Basis dient das Material der Team- und Konfliktcoaching-Ausbildung von NLP professional. Mit Achtsamkeit, Empathie, Humor und Kompetenz erweitern Sie Ihren Blick für das NLP mit mehr als einer Person. Biographische Informationen Martina Schmidt-Tanger, Diplom-Wirtschaftspsychologin, DVNLP-Lehrtrainerin und -Lehrcoach. Ihre langjährige Erfahrung im Businessbereich macht sie zu einer gefragten Trainerin, Referentin und Expertin für Coaching. Einer der Schwerpunkte ihres Instituts NLP professional ist die Ausbildung von Team- und Konfliktcoaches. Holger Backwinkel, DVNLP-Lehrtrainer, Personalentwickler, Trainer und Coach mit Schwerpunkt Effektivität und Effizienz im Business. Seine Team-Expertise hat er in zahlreichen Workshops auf allen hierarchischen Ebenen in Unternehmen aufgebaut. Zusammen mit Martina Schmidt-Tanger bildet er Team- und Konfliktcoaches aus.

"How any manager can turn a struggling team into business champs. In today's uncertain economic environment, teams are asked to do more with less. With resources stretched thin, turning around a struggling team has never been harder, and managers must work to identify and maximize whatever potential strengths a team already has. As sports fans already know, behind every great underdog story is a leader who roots out the competitive advantage that will propel the team to victory. In Team Turnarounds, Joe Frontiera and Dan Leidl share how this fine art of the turnaround really works, from how to inspire the team to the actual tools for change. Through interviews with team managers and turnaround masters in the NFL, MLB, and the NCAA, as well as managers at top global firms who have successfully reversed their fortunes, they show the six steps every team takes to make a 180 in their performance. Presents a six-step model for turnarounds in any organization, based on the authors' extensive research with owners and general managers of sport franchises in the MLB, NFL, and NBA. Features first-hand accounts of sport turnarounds, from the legendary worst-to-first story of Bill Polian and the Indianapolis Colts to Jeffrey Lurie's efforts to transform the Philadelphia Eagles. Offers behind-the-scenes accounts of effective turnarounds at major organizations like Dominos Pizza, Juniper Networks, iContact, and the Broadway play, Spider-Man: Turn Off the Dark. No matter how bad the circumstances, how awful the performance, or how far shares have plummeted, Team Turnarounds shows how any organization can make the climb back up to the top"--

Arbeiten in virtuellen Teams ist fast schon Normalität und trotzdem eine spezielle Herausforderung. Dieser TaschenGuide zeigt, wie man trotz räumlicher Trennung vertrauensvoll und zielorientiert zusammenzuarbeitet. Wer an unterschiedlichen Orten an gemeinsamen Projekten arbeitet, muss einige Regeln beachten, um Teams zum Erfolg zu führen. Dieses Buch erklärt Ihnen, wie virtuelle Teamarbeit in der Praxis funktioniert und wie die Entfernung eben nicht zu Reibungsverlusten führt. Themen sind insbesondere: Was virtuelle Teams von Präsenzteams unterscheidet | Wie Sie die richtigen Mitarbeiter für virtuelle Teams finden | Virtuelles Leadership: Ziele definieren, Fortschritt kontrollieren | Tools, Medien und Regeln für virtuelles Management

Provides the knowledge and skills needed to create effective and high-functioning teams using the Four Cs framework: Context, Composition, Competencies, and Change. Also covers cross-cultural teams within the organization and leading innovation teams in today's changing environments.

Objective: As a constructive replication and extension of Arthur, Edwards, Bell, Villado, and Bennett (2005), the objective of the current study was to further investigate the efficacy of team relatedness and team workflow ratings (along with their composite) as metrics of interdependence.Background: Although an analysis of task and job interdependence has important implications and uses in domains such as job design, selection, and training, the job analysis literature has been slow to develop an effective method to identify team-based tasks and jobs.Method: To achieve the study's objectives, 140 F-16 fighter pilots (35 four-person teams) rated 34 task and activity statements in terms of their team relatedness and team workflow.Results: The results indicated that team relatedness and team workflow effectively differentiated between tasks with varying levels of interdependency (as identified by instructor pilots who served as subject matter experts) within the same job. In addition, teams that accurately perceived the level of interdependency performed better on a four-ship F-16 flight-training program than those that did not.Conclusion: Team relatedness and team workflow ratings can effectively differentiate between tasks with varying levels of interdependency.Application: Like traditional individual task or job analysis, this information can serve as the basis for specified human resource functions and interventions, and as diagnostic indicators as well.

This study examines the role of within-team competition (i.e. team hypercompetition and team development competition) in a team process. We developed and tested a model that associates team collectivism as the antecedent of within-team competition, and knowledge sharing and team flexibility as the outcomes. The model was empirically tested with data from 141 knowledge-intensive teams. The empirical findings showed that team collectivism had a positive relationship with team development competition and a negative relationship with team hypercompetition. Regarding the outcomes, team development competition and team hypercompetition had an indirect relationship with knowledge sharing and team flexibility through team empowerment. We offer a number of original contributions to the team effectiveness literature, especially by showing that team hypercompetition and team development competition have different impacts on team knowledge sharing and team flexibility.

"How any manager can turn a struggling team into business champs. In today's uncertain economic environment, teams are asked to do more with less. With resources stretched thin, turning around a struggling team has never been harder, and managers must work to identify and maximize whatever potential strengths a team already has. As sports fans already know, behind every great underdog story is a leader who roots out the competitive advantage that will propel the team to victory. In Team Turnarounds, Joe Frontiera and Dan Leidl share how this fine art of the turnaround really works, from how to inspire the team to the actual tools for change. Through interviews with team managers and turnaround masters in the NFL, MLB, and the NCAA, as well as managers at top global firms who have successfully reversed their fortunes, they show the six steps every team takes to make a 180 in their performance. Presents a six-step model for turnarounds in any organization, based on the authors' extensive research with owners and general managers of sport franchises in the MLB, NFL, and NBA. Features first-hand accounts of sport turnarounds, from the legendary worst-to-first story of Bill Polian and the Indianapolis Colts to Jeffrey Lurie's efforts to transform the Philadelphia Eagles. Offers behind-the-scenes accounts of effective turnarounds at major organizations like Dominos Pizza, Juniper Networks, iContact, and the Broadway play, Spider-Man: Turn Off the Dark. No matter how bad the circumstances, how awful the performance, or how far shares have plummeted, Team Turnarounds shows how any organization can make the climb back up to the top"--

Although most business students participate in team-based projects during undergraduate or graduate course work, the team experience does notalways teach team skills or capture the team members' potential: Students complete the task at hand but the explicit process of becoming a team is often not learned. Drawing from organizational learning and group/team theory, this article presents a "learning team model" that emphasizes feedback at the team—not individual—level of analysis by establishing a team feedback tool that can be easily and regularly used to improve performance. In addition to the feedback tool, a structured process is presented in which students learn to become a team.

The critical dependence of armed forces on teams carrying out tasks in a continuously changing, uncertain and often dangerous environment, raises questions about how to better understand factors that enable or hamper effective team learning. So far there is no developed field of research into team learning in the Swedish Armed Forces. This is the first of several studies within the Swedish Armed Forces to explore and gain a better understanding of team learning. In this first study of team learning we followed a military staff exercise. The theoretical base in this study is Amy Edmondson's theoretical model for studying and analyzing team learning. The model consists of context support, team leader coaching, team psychology safety and team learning behavior. The results of this study supports the theoretical model of team learning and describe factors that are important for creating good conditions for team learning behavior.