The Journal of applied psychology
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Major theories of team effectiveness position emergent collective cognitive processes as central drivers of team performance. We meta-analytically cumulated 231 correlations culled from 65 independent studies of team cognition and its relations to teamwork processes, motivational states, and performance outcomes. We examined both broad relationships among cognition, behavior, motivation, and performance, as well as 3 underpinnings of team cognition as potential moderators of these relationships. ⋯ Meta-analytic regressions further indicate that team cognition explains significant incremental variance in team performance after the effects of behavioral and motivational dynamics have been controlled. The nature of emergence, form of cognition, and content of cognition moderate relationships among cognition, process, and performance, as do task interdependence and team type. Taken together, these findings not only cumulate extant research on team cognition but also provide a new interpretation of the impact of underlying dimensions of cognition as a way to frame and extend future research.
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In this study, the authors investigated how leader vision influences the change-oriented behaviors of adaptivity and proactivity in the workplace. The authors proposed that leader vision would lead to an increase in adaptivity for employees who were high in openness to work role change. ⋯ These propositions were supported in a longitudinal survey of 102 employees who provided self-report data about their leader and their work behaviors. The findings provide insight into the interaction between leaders and followers in responding to a change imperative.
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The primary purpose of this study was to extend theory and research regarding the emergence of mental models and transactive memory in teams. Utilizing Kozlowski, Gully, Nason, and Smith's (1999) model of team compilation, we examined the effect of role identification behaviors and posited that such behaviors represent the initial building blocks of team cognition during the role compilation phase of team development. We then hypothesized that team mental models and transactive memory would convey the effects of these behaviors onto team performance in the team compilation phase of development. Results from 60 teams working on a command-and-control simulation supported our hypotheses.
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Trust between coworkers is critical to the success of organizations and teams. This is especially true for those who are geographically dispersed and who must interact virtually. The authors studied the factors related to the development of trust between pairs of coworkers (dyads) in a new product development team. ⋯ Using the actor-partner interdependence model, the authors found reciprocal effects for propensity to trust and trust in dyads. They found that propensity has greater influence on trust for virtual dyads and that trust has less influence on organizational citizenship when partners are virtual. Trustworthiness was shown to fully mediate the influence of trusting predisposition on trust.
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The primary purpose in this study was to extend theory and research regarding the motivational process in teams by examining the effects of hybrid rewards on team performance. Further, to better understand the underlying team level mechanisms, the authors examined whether the hypothesized benefits of hybrid over shared and individual rewards were due to increased information allocation and reduced social loafing. Results from 90 teams working on a command-and-control simulation supported the hypotheses. Hybrid rewards led to higher levels of team performance than did individual and shared rewards; these effects were due to improvements in information allocation and reductions in social loafing.