Fact-checked by Grok 2 weeks ago

Team

A team is a cohesive group of individuals with complementary skills and abilities who collaborate to achieve a shared purpose, set of performance goals, and approach for which they hold themselves mutually accountable.^[1] This distinguishes teams from mere groups, as teams emphasize interdependence, collective responsibility, and a commitment to high performance beyond individual contributions.^[2] In organizational contexts, teams have become essential structures for driving efficiency, innovation, and adaptability in businesses and institutions.^[3] They facilitate the integration of diverse expertise, enabling faster problem-solving and better decision-making compared to traditional hierarchical models.^[4] Common types include functional teams, which operate within a single department to handle routine tasks; cross-functional teams, drawing members from various areas to tackle complex projects; self-managed teams, where members assume leadership and decision-making roles without direct supervision; and project teams, formed temporarily for specific initiatives before disbanding.^[5] The rise of team-based approaches gained momentum in the late 20th century, influenced by societal shifts toward collaboration in the 1960s and 1970s, and popularized through frameworks like Tuckman's stages of team development—originally forming, storming, norming, and performing in 1965, later expanded with adjourning in 1977.^[6]^[7]^[8] Effective teams contribute significantly to organizational success by boosting employee engagement, fostering trust, and leveraging distributed expertise to meet goals.^[9] However, challenges such as resource constraints and interpersonal conflicts can hinder performance, underscoring the need for clear goals, strong leadership, and ongoing development.^[10] In modern workplaces, virtual and remote teams have also emerged, adapting traditional principles to digital collaboration tools while maintaining core elements of mutual accountability.^[5]

Definition and Fundamentals

Definition

A team is defined as a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.^[11] This definition emphasizes the distinction between mere groups and true teams, highlighting the necessity of mutual commitment and skill synergy to achieve collective outcomes beyond individual capabilities. Early examples of interdependent coordinated units appear in ancient military formations like the Greek phalanx and Roman legions, which relied on soldiers working together to execute strategies effectively.^[12] The modern concept of teams in organizations developed in the 20th century, building on early studies like the Hawthorne experiments (1920s-1930s) that highlighted social factors in productivity, and gaining prominence post-World War II through sociotechnical systems theory and quality circles in the 1950s-1980s.^[13] At its core, a team comprises shared goals that align members toward unified objectives, interdependence that requires collaborative input for task success, and accountability that fosters collective responsibility for results. These elements ensure teams function as cohesive units, with interdependence underscoring the reliance on one another's contributions to meet performance standards.^[14]^[13]

Key Characteristics

A fundamental characteristic of teams is the interdependence among members required for task completion, where individual contributions are linked such that the overall outcome depends on collective coordination. James D. Thompson (1967) identified three primary types of interdependence: pooled, in which members perform independent tasks whose outputs are simply aggregated; sequential, where the work flows linearly from one member to another; and reciprocal, involving ongoing mutual adjustments and feedback between members.^[15] This interdependence distinguishes teams from mere groups of individuals working in proximity.^[16] Teams also feature boundedness, defined by clear membership boundaries that delineate who belongs to the team and a specified duration that may be temporary or ongoing. This bounded structure fosters a sense of stability and collective identity, enabling members to focus on internal dynamics without constant flux in composition.^[17] Stable membership, in particular, supports the accumulation of shared experiences over time.^[18] Effective teams typically consist of 3 to 15 members, a range that balances the need for diverse inputs with the ability to maintain cohesive interaction and avoid coordination overload. Within this size, psychological boundaries—such as defined roles and norms—help sustain focus and prevent diffusion of responsibility.^[19] Smaller teams in this spectrum often enhance communication efficiency, while larger ones require stronger structures to manage complexity. In addition to structural elements, teams are marked by emergent states that arise from member interactions, including trust and shared mental models. Trust reflects the confidence members have in each other's reliability and intentions, facilitating risk-taking and cooperation. Shared mental models, meanwhile, represent collectively held understandings of tasks, roles, and objectives, enabling synchronized efforts without explicit communication.^[20] These states evolve dynamically and are essential for team cohesion and adaptability.^[21]

Types of Teams

By Purpose and Function

Teams are often classified by their primary purpose and function, which reflects their operational goals, task demands, and contextual demands within organizations. This classification, rooted in ecological models of team effectiveness, distinguishes teams based on the nature of their work cycles, integration with external units, and differentiation in membership and skills. Seminal taxonomies identify key types such as advice, production, project, and action teams, later expanded to include advisory/management, production/service, project/development, and action/performing teams.^[22] Action teams operate in high-stakes, time-pressured environments requiring rapid coordination and skill integration for real-time performance. These teams feature high differentiation through exclusive membership and specialized training, combined with high integration via synchronized events with external stakeholders. Examples include surgical units, where precise, interdependent actions save lives under intense pressure, and emergency response groups like firefighting crews that must adapt instantly to dynamic crises. Sports teams also exemplify this type, emphasizing strategy, physical coordination, and competitive execution in brief, repeated cycles. Effectiveness hinges on rigorous training, reliable technology, and seamless external synchronization to mitigate risks in unpredictable settings.^[22] Advisory teams serve consultative functions, generating recommendations and fostering input without direct execution authority. Characterized by low differentiation and integration, they often involve inclusive, short-term membership with brief or extended work cycles focused on deliberation. Board committees, for instance, review policies and advise on governance, while quality circles solicit employee suggestions for process improvements. These teams prioritize diverse perspectives to enhance decision quality, with effectiveness driven by members' social skills and task-related expertise despite limited interaction time.^[22] Project teams are temporary assemblies dedicated to specific, innovative deliverables over a single extended work cycle. They exhibit high differentiation via expert specialists and autonomous pacing with minimal external synchronization, enabling creativity in isolated environments. Common in software development, these teams tackle complex problems like app creation, disbanding upon completion. Research and engineering task forces similarly innovate solutions, such as designing new products. Success depends on clear missions, team autonomy, and mandates for novelty to navigate ambiguity.^[22] Executive teams, often subsumed under advisory and management categories, function at organizational pinnacles to provide strategic oversight and high-level decision-making. These teams integrate advisory input with managerial execution, focusing on long-term direction amid moderate differentiation and integration. Corporate leadership groups, for example, align resources and vision across units. Their purpose centers on balancing stakeholder needs and risk, with effectiveness tied to cohesive leadership and adaptive strategies. Virtual teams transcend physical boundaries, collaborating via technology for shared objectives in dispersed settings. Defined as groups working interdependently across locational, temporal, and relational divides, they leverage tools like videoconferencing and email to mediate interactions. Geographically distributed software development squads or global marketing units illustrate this, enabling access to diverse talent pools. Their function emphasizes flexibility and efficiency, though challenges like reduced social cues demand strong trust-building; purposes include cost savings and enhanced innovation through boundary-spanning.^[23]

By Interdependence and Autonomy

Teams can be classified based on the degree of interdependence among members, which refers to the extent to which individuals rely on one another to complete tasks and achieve collective goals, and the level of autonomy in managing their operations.^[16] Interdependence influences coordination needs, while autonomy determines self-management capabilities. This classification highlights structural variations that affect team dynamics, performance, and support requirements. In interdependent teams, members depend on each other's inputs, outputs, or both to accomplish work, necessitating high levels of coordination and collaboration. According to James D. Thompson's framework, this includes sequential interdependence, where outputs from one member serve as inputs for the next, as seen in assembly line production where each worker's task flows to the subsequent role, and reciprocal interdependence, involving mutual exchanges of resources and feedback among members. Such teams require synchronized efforts to minimize disruptions, with examples including manufacturing processes where timing and quality from prior stages directly impact later ones.^[24] Conversely, independent teams feature low interdependence, often characterized by pooled interdependence, where members perform parallel tasks without direct reliance on colleagues' outputs, contributing individual efforts that aggregate toward a shared outcome. In sales organizations, for instance, representatives in distinct territories operate autonomously, with overall performance measured by combined results rather than ongoing interactions.^[25] This structure allows flexibility but may limit opportunities for collective problem-solving. Self-directing teams represent a form of high autonomy within interdependent or semi-interdependent settings, where groups handle their own planning, execution, and decision-making without constant supervision. Originating from socio-technical systems theory developed in the 1950s by researchers at the Tavistock Institute, these teams emerged from studies of British coal mining operations, where multi-skilled, self-regulating groups controlled the full work cycle to enhance productivity and job satisfaction amid technological changes. Such teams integrate social and technical elements, fostering adaptability through member expertise rather than hierarchical direction.^[26] Self-designing teams extend this autonomy further, empowering members not only to manage operations but also to modify their own structure, roles, and processes to align with evolving needs. As outlined by Susan Albers Mohrman and Allan M. Mohrman Jr., these teams possess the authority to redesign composition and boundaries, promoting resilience in dynamic environments like agile organizations where rapid adaptation to market shifts is essential. This level of self-determination contrasts with more rigid structures, enabling teams to experiment with workflows and membership to optimize performance. Coaching approaches differ based on interdependence and autonomy levels to address specific team needs. For interdependent teams, coaching emphasizes relational and motivational functions, such as facilitating coordination, resolving conflicts, and building shared accountability to enhance collective efficacy. In contrast, coaching for independent teams prioritizes individual skill development and goal alignment, focusing on personal performance enhancement with less emphasis on interpersonal dynamics. Self-directing and self-designing teams benefit from consultative coaching that supports internal reflection and structural adjustments, reinforcing their autonomy while guiding long-term effectiveness.

By Composition and Structure

Teams are often classified by their composition and structure, which refer to the makeup of members in terms of expertise diversity and the organizational framework governing their interactions. This classification highlights how teams integrate or segregate specialized knowledge to achieve objectives, influencing collaboration patterns and outcomes.^[27] Multidisciplinary teams consist of members from diverse fields who contribute specialized knowledge independently, often working in parallel to address distinct aspects of a problem without deep integration of perspectives. These teams leverage individual expertise to provide comprehensive input, such as in product design where engineers, marketers, and designers each focus on their domain to inform overall development. For instance, in complex product creation, multidisciplinary structures allow for targeted contributions that enhance innovation while maintaining disciplinary boundaries.^[28]^[29] In contrast, interdisciplinary teams emphasize the integration of expertise from multiple fields to produce holistic solutions, where members actively blend insights to transcend traditional boundaries. This approach fosters collaborative synthesis, as seen in research consortia that combine biology and engineering to tackle challenges like synthetic biology or biomedical innovations. Such teams agree on shared goals upfront and coordinate efforts, leading to emergent outcomes that neither discipline could achieve alone.^[27]01145-9) Command teams operate within hierarchical, military-style structures characterized by clear chains of authority, where decisions flow top-down from leaders to subordinates to ensure rapid execution in high-stakes environments. These teams, common in military and analogous organizational settings, prioritize discipline and accountability, with modular designs that scale across units while maintaining centralized control. Effectiveness in command teams relies on structured communication and role clarity to manage complex operations under pressure.^[30]^[31] Work teams function as ongoing operational units in workplaces, focusing on routine execution of tasks through coordinated efforts among members with complementary skills. In manufacturing, for example, crews assemble products or maintain production lines, where sustained collaboration boosts efficiency and problem-solving on the floor. These teams emphasize practical interdependence in daily workflows, often benefiting from diversity in experience to adapt to operational demands.^[22]^[32]

Formation and Composition

Team Size and Optimal Composition

The optimal size for most teams falls between 5 and 9 members, as this range strikes a balance between incorporating diverse perspectives and maintaining effective coordination and decision-making. This recommendation stems from J. Richard Hackman's model of team effectiveness, which emphasizes that teams in this size allow for sufficient skill coverage without overwhelming interpersonal dynamics. Larger teams, typically exceeding 10 members, often encounter challenges such as social loafing, where individuals reduce their effort due to perceived diffusion of responsibility among group members.^[33] In contrast, smaller teams with fewer than 5 members may suffer from limited skill variety, restricting the team's ability to address complex tasks comprehensively and increasing vulnerability to overload on individual members.^[34] Effective team composition hinges on criteria like skill complementarity, where members' expertise aligns to cover necessary functions without redundancy; personality fit, particularly alignment with Big Five traits such as conscientiousness and agreeableness to foster collaboration; and demographic balance to ensure broad representation without compromising cohesion.^[35] Empirical studies consistently demonstrate an inverted U-curve relationship between team size and performance, indicating peak effectiveness at moderate sizes before declining due to coordination costs in larger groups.^[36] For instance, analyses of research collaborations show that citation impact rises with team size up to an optimal point, then falls as responsibility diffusion intensifies.^[37]

Formation Processes

The formation of teams typically follows structured stages that facilitate the transition from individual contributors to a cohesive unit. One of the most influential models is Tuckman's stages of group development, originally proposed in 1965 and later expanded.^[38] In the forming stage, team members come together, often with uncertainty about goals and roles, leading to polite interactions and dependence on the leader for direction.^[38] This is followed by the storming stage, where conflicts arise over tasks, power, and interpersonal differences as members assert themselves.^[38] The norming stage involves establishing norms, resolving differences, and building cohesion through shared agreements.^[38] During performing, the team achieves high functionality, focusing on tasks with mutual support and adaptability.^[38] In 1977, Tuckman and Jensen added the adjourning stage, which addresses the disbanding of the team after goal completion, involving reflection, closure, and potential emotional disengagement.^[39] Selection methods play a critical role in assembling teams by evaluating individual and collective fit. Structured interviews allow assessors to probe candidates' experiences, skills, and interpersonal styles relevant to team roles.^[40] Psychometric assessments, such as personality inventories and cognitive tests, help identify traits like conscientiousness and emotional intelligence that predict team contributions.^[40] Team fit simulations, often conducted through assessment centers, replicate work scenarios to observe interactions, problem-solving, and collaboration in group exercises.^[41] Organizational factors influence how teams are formed, with two primary approaches: top-down assignment and voluntary formation. In top-down assignment, leaders or HR departments select members based on strategic needs, skills alignment, and organizational goals, ensuring balanced composition but potentially overlooking personal motivations.^[42] Voluntary or self-selection formation allows individuals to choose teammates, often fostering initial enthusiasm and compatibility but risking imbalances in expertise or size.^[43] Research indicates that self-selection can enhance motivation in creative tasks, while top-down methods excel in structured environments requiring diverse skills.^[44] Challenges during formation often stem from initial role ambiguity and the need to build trust. Role ambiguity occurs when expectations and responsibilities are unclear, leading to confusion and reduced efficiency in early interactions.^[45] Building trust requires intentional efforts, such as open communication and shared experiences, to mitigate uncertainties and foster psychological safety.^[46] These hurdles, if unaddressed, can prolong the storming phase and hinder progression to higher performance levels.^[46]

Diversity and Inclusion Factors

Diversity in teams is broadly classified into surface-level and deep-level categories. Surface-level diversity refers to observable demographic attributes such as age, gender, race, ethnicity, and physical abilities, which are readily apparent and often trigger initial social categorization among members. In contrast, deep-level diversity involves underlying psychological and cognitive differences, including values, beliefs, attitudes, personalities, knowledge, skills, and prior experiences, which become more salient over time as team members interact.^[47] These distinctions, first systematically explored in organizational research, highlight how initial perceptions based on surface traits may evolve into appreciation or conflict as deeper attributes emerge. Inclusion practices are essential for leveraging diversity effectively during team assembly and operation, focusing on creating environments where all members feel valued and empowered to contribute. A cornerstone of these practices is psychological safety, defined as a shared belief held by team members that the environment is safe for taking interpersonal risks, such as voicing ideas, admitting errors, or challenging the status quo without fear of negative consequences. Introduced by Edmondson in her 1999 study of work teams, psychological safety facilitates open dialogue and collective learning, particularly in diverse settings where differing viewpoints might otherwise be suppressed. Complementing this, equitable participation involves deliberate mechanisms to ensure balanced input from all members, such as structured turn-taking protocols, inclusive decision-making tools, and bias-awareness training, which help mitigate dominance by certain subgroups and promote fair representation in team processes.^[48] The benefits of diversity, particularly cognitive diversity as a deep-level form, include enhanced innovation through the integration of varied perspectives that broaden problem-solving approaches and generate novel ideas.^[49] Research demonstrates that teams with high cognitive diversity outperform homogeneous ones in creative tasks by pooling diverse knowledge bases, leading to more comprehensive analyses and breakthrough solutions.^[50] However, these advantages come with risks, such as the formation of faultlines—alignments of multiple surface- and deep-level attributes that divide teams into cohesive subgroups, fostering ingroup favoritism, communication barriers, and relational conflicts that undermine unity.^[51] Faultlines, theorized by Lau and Murnighan in 1998, are particularly pronounced in teams with aligned demographic splits, amplifying subgroup tensions and reducing overall collaboration if not actively managed.^[52] Following the 2020 COVID-19 pandemic, diversity, equity, and inclusion (DEI) efforts initially intensified in remote and hybrid teams, driven by global workforce shifts toward distributed work models. These shifts highlighted and exacerbated inequities, such as digital access disparities and unconscious biases in virtual interactions. However, as of 2025, DEI initiatives have encountered significant challenges, including anti-DEI activism, legal uncertainties from executive actions, and rollbacks or rebranding of programs in many organizations (e.g., shifting focus to "employee resource groups" or targeted inclusion training). Despite this, the U.S. Equal Employment Opportunity Commission (EEOC) has reaffirmed the legality of voluntary DEI efforts, and some companies continue tailored strategies like virtual inclusion training and equitable hybrid policies to address proximity bias and sustain psychological safety across distributed environments.^[53]^[54]^[55]^[56]^[57]

Team Processes and Dynamics

Team Cognition and Communication

Team cognition refers to the collective mental processes that enable teams to understand, anticipate, and coordinate their actions toward shared goals. A key component is the development of shared mental models, which are compatible representations of tasks, roles, equipment, and team interactions that facilitate mutual understanding and effective performance. These models, as conceptualized by Cannon-Bowers, Salas, and Converse, allow team members to predict others' behaviors and responses, enhancing coordination in dynamic environments such as military operations or emergency response. Transactive memory systems (TMS) complement team cognition by enabling the distribution and tracking of knowledge across members, where individuals specialize in different domains and rely on each other to encode, store, and retrieve information. Introduced by Wegner, TMS operates through metamemory—awareness of who knows what—combined with communication processes that direct queries to the appropriate expert, thereby improving overall team efficiency without requiring each member to possess comprehensive knowledge. Empirical studies have shown that well-developed TMS correlates with higher team performance, particularly in knowledge-intensive settings like research collaborations. Recent research as of 2025 also explores AI intelligent assistants enhancing TMS in virtual "superteams" by automating knowledge retrieval and boosting trust, further improving coordination in dispersed settings.^[58]^[59] Effective team communication underpins these cognitive processes through structured patterns that influence information flow and decision-making. In wheel networks, communication is centralized around a single leader who relays information to and from members, promoting efficiency for simple tasks but potentially bottlenecking complex discussions. In contrast, all-channel networks allow unrestricted exchange among all members, fostering innovation and thorough deliberation, though they may increase coordination demands. These patterns, originally examined by Leavitt in experimental group tasks, demonstrate that network structure impacts speed, accuracy, and morale, with decentralized forms often superior for ambiguous problems.^[60] Barriers to communication, such as information overload, can disrupt these patterns by overwhelming team members with excessive data, leading to reduced attention, errors, and delayed responses. Information overload arises from high volumes of messages across multiple channels, impairing cognitive processing and team cohesion, as evidenced in organizational studies where it correlates with decreased productivity. To mitigate this, teams may adopt filtering mechanisms or prioritization protocols to maintain clarity.^[61] In virtual teams, where members are geographically dispersed, communication challenges intensify due to reliance on asynchronous tools like email or shared platforms, which delay feedback and hinder real-time coordination. Reduced nonverbal cues in text-based or video interactions further complicate interpretation of intent and emotions, exacerbating misunderstandings compared to co-located settings. Research highlights that these issues are particularly pronounced in high-interdependence tasks, necessitating strategies like structured check-ins to build shared understanding. Post-pandemic as of 2025, hybrid models have evolved with advanced AI-driven tools mitigating some delays, though challenges persist in maintaining cohesion across time zones and formats.^[62]^[63]

Roles and Responsibilities

In team settings, roles refer to the expected patterns of behavior and contributions that individuals undertake to achieve collective goals, while responsibilities encompass the specific duties and accountabilities assigned to fulfill those roles. Formal roles are typically predefined by organizational structures, such as job titles or hierarchical positions, dictating clear expectations like project manager or technical specialist.^[64] In contrast, informal roles emerge organically from team interactions and individual strengths, influencing dynamics without official designation, such as a natural mediator who facilitates discussions.^[65] A seminal framework for understanding team roles is Meredith Belbin's model, developed through observational studies of teams in the 1970s and published in 1981, which identifies nine behavioral roles essential for effective team functioning. These roles are categorized into action-oriented (implementer, shaper, completer finisher), people-oriented (coordinator, teamworker, resource investigator), and thought-oriented (plant, monitor evaluator, specialist) types. For instance, the coordinator delegates tasks effectively to harness team strengths, the implementer turns ideas into practical plans, and the shaper drives progress by challenging inertia.^[66] Belbin's roles emphasize that balanced contributions across these types enhance team performance, as no single individual can excel in all.^[67] Responsibility allocation in teams is often based on members' expertise to optimize efficiency and output quality, with mechanisms like regular reviews ensuring accountability. Expertise-driven assignment leverages individual knowledge and skills, such as directing analytical tasks to those with domain proficiency, which improves knowledge integration and task completion.^[68] Accountability is reinforced through tools like shared performance metrics or feedback loops, holding members responsible for their contributions while allowing flexibility for emergent needs.^[69] Dysfunctions arise when roles are imbalanced, such as role overload—where individuals face excessive demands exceeding their capacity—leading to reduced performance and increased psychological strain.^[70] Conversely, role underutilization occurs when members' skills are not fully engaged, resulting in boredom, lower motivation, and overall team inefficiency, as underused talents fail to contribute to collective goals.^[71] Effective role management mitigates these issues by periodically assessing and adjusting assignments to align with team objectives.

Conflict and Cohesion

In teams, conflict manifests in distinct forms that influence dynamics and outcomes. Task conflict involves disagreements over the content and goals of the work, such as differing views on strategies or ideas, and is often considered productive as it stimulates critical thinking. Relationship conflict, by contrast, centers on interpersonal incompatibilities, including personal clashes or emotional tensions, and tends to be destructive by undermining trust and morale. Process conflict arises from disputes about logistical aspects, such as resource allocation, task delegation, or decision-making procedures, which can disrupt coordination if unresolved. Team cohesion, the degree to which members bond and unite toward shared objectives, operates along social and task dimensions as outlined in Carron et al.'s (1985) multidimensional model. The social dimension encompasses interpersonal attraction and group integration based on personal relationships and emotional bonds, fostering a sense of belonging. The task dimension focuses on individual commitment to group tasks and perceptions of collective efficacy in achieving goals, emphasizing instrumental unity. This framework, operationalized through the Group Environment Questionnaire, highlights how cohesion buffers against destructive conflicts while amplifying benefits from productive ones. Effective management of conflict in teams relies on strategies like negotiation, which promotes open dialogue to integrate diverse perspectives, and team-building interventions, such as structured exercises to enhance trust and communication.^[72] Negotiation encourages collaborative problem-solving, reducing escalation by addressing underlying interests rather than positions.^[72] Team-building activities, including role-playing or facilitated discussions, strengthen cohesion by clarifying roles and resolving tensions proactively.^[72] Outcomes of conflict vary by type and intensity: moderate task conflict enhances team creativity by encouraging idea exploration and innovation, as evidenced in studies showing curvilinear effects where optimal levels boost performance without overwhelming the group. High levels of relationship or process conflict, however, diminish performance by increasing stress, reducing satisfaction, and eroding cohesion, with meta-analyses confirming negative correlations with overall team effectiveness. Post-pandemic research as of 2025 indicates that remote and hybrid settings have reduced some relationship conflicts due to less face-to-face interaction but heightened process conflicts over coordination, necessitating updated cohesion strategies like relational leadership. Diversity in team composition can elevate task conflict due to varied viewpoints, potentially fostering creativity if cohesion mechanisms are in place to mitigate relational strains.^[73]

Leadership and Effectiveness

Leadership Styles

Transformational leadership in teams emphasizes inspiring members through a shared vision, intellectual stimulation, and individualized support, encouraging innovation and higher performance levels. This style, originally conceptualized by Burns (1978) and expanded by Bass (1985), involves leaders acting as role models who foster intrinsic motivation and collective commitment among team members.^[74]^[75] In team contexts, transformational leaders promote knowledge sharing and adaptive behaviors, leading to enhanced team cohesion and creative problem-solving. Transactional leadership, in contrast, relies on structured exchanges where leaders clarify expectations, provide rewards for meeting goals, and apply corrective actions for underperformance. Introduced by Burns (1978) as a basis for routine operations, this style suits teams with clear tasks by maintaining focus through contingent rewards and management by exception.^[74] In practice, it supports team stability and accountability, particularly in hierarchical settings where roles are well-defined.^[76] Laissez-faire leadership adopts a hands-off approach, granting teams full autonomy with minimal intervention from the leader. Stemming from Lewin et al.'s (1939) experimental studies on group dynamics, this style can empower highly skilled teams to innovate independently but often results in decreased productivity, coordination issues, and diffused responsibility in less mature groups.^[77] It works best when team members possess strong self-management skills and clear role awareness. Situational leadership theory, developed by Hersey and Blanchard (1969), advocates adapting leadership behaviors to the team's developmental stage, balancing directive and supportive elements across four styles: directing, coaching, supporting, and delegating.^[78] This framework enables leaders to assess team maturity—considering competence and commitment—and adjust accordingly, enhancing flexibility in diverse team environments.^[79] For instance, newer teams may require more direction, while experienced ones benefit from delegation. Shared leadership distributes influence across team members in self-managing structures, allowing multiple individuals to guide processes based on expertise rather than a single authority. As outlined by Pearce and Conger (2003), this emergent form thrives in flat organizations, boosting team decision-making and performance through collaborative input.^[80] It aligns with roles where members rotate leadership responsibilities, fostering ownership in agile teams. Gender variations in leadership styles reveal that women often exhibit more transformational and participative approaches, emphasizing relational aspects, while men tend toward transactional methods focused on task achievement. A meta-analysis by Eagly, Johannesen-Schmidt, and van Engen (2003) supports these patterns, attributing them to social role expectations that influence how genders enact leadership in teams, though differences are generally small.^[81] Cultural differences further shape styles; collectivist societies, as identified in the GLOBE project (House et al., 2004), prefer team-oriented and collaborative leadership over individualistic directive approaches.^[82]

Performance Metrics

Assessing team performance involves evaluating output and efficiency through established metrics that capture both quantitative and qualitative dimensions. Productivity is commonly measured as the ratio of outputs to inputs, such as tasks completed per unit of time or resources expended, providing insight into operational efficiency.^[83] For instance, in manufacturing teams, this might involve tracking units produced per labor hour. Quality metrics focus on error rates or defect percentages, which indicate the reliability and accuracy of team deliverables; lower error rates correlate with higher standards in collaborative settings like healthcare teams.^[84] Innovation metrics emphasize the generation of new ideas, often quantified by the number of novel concepts proposed or implemented within a period, reflecting a team's creative capacity.^[85] Multilevel evaluation extends these metrics across individual, team, and organizational levels to provide a holistic view of performance impacts. At the individual level, assessments examine personal contributions, such as skill application or motivation, which aggregate to influence team dynamics.^[86] Team-level metrics aggregate these into collective outcomes, like coordination effectiveness or shared goal attainment. Organizational impacts are gauged by broader effects, such as contributions to overall profitability or adaptability, ensuring alignment with enterprise objectives.^[86] Tools like the balanced scorecard facilitate comprehensive team assessment by integrating financial and non-financial indicators across perspectives, including productivity through efficiency targets and quality via defect reduction goals.^[87] Similarly, 360-degree feedback gathers input from peers, subordinates, and superiors to evaluate team interactions and individual roles within the group, promoting balanced insights into collaborative effectiveness.^[88] Challenges arise in measuring intangible outcomes, such as team morale, which indirectly boosts productivity and quality but resists quantification due to subjective biases in surveys and the influence of external factors.^[89] High morale, for example, correlates with reduced turnover and better cohesion, yet capturing its effects requires triangulating self-reports with observable behaviors to avoid incomplete assessments.^[89]

Factors Influencing Success

The success of teams is fundamentally shaped by the input-process-output (IPO) model, which posits that team performance emerges from the interplay of antecedent inputs, dynamic processes, and resultant outputs. Inputs encompass resources such as team composition, individual skills, and available tools, which set the foundation for team functioning. Processes involve the interactions among members, including communication patterns and decision-making protocols, that transform inputs into collective actions. Outputs reflect the tangible results, such as task completion and innovation, influenced by how effectively processes leverage inputs. This framework, originally proposed by McGrath, provides a foundational lens for analyzing team dynamics beyond isolated elements.^[90] Environmental factors play a critical role in modulating team success by either facilitating or constraining internal operations. Organizational support, including access to training, feedback mechanisms, and resource allocation from the broader institution, enhances team motivation and capability to execute tasks effectively. For instance, perceived organizational support fosters trust and commitment among team members, leading to higher performance levels. External pressures, such as market competition or regulatory demands, can impose stressors that test team boundaries, requiring adaptive strategies to maintain productivity. These pressures often amplify the need for robust internal processes to counteract disruptions.^[91] Team resilience, defined as the capacity to adapt to disruptions and recover from setbacks, is increasingly vital in volatile contexts. This adaptability enables teams to reconfigure roles and strategies during crises, preserving cohesion and output quality. Post-COVID-19 studies of healthcare teams highlight how resilience manifests through collective sense-making and resource improvisation, allowing sustained performance amid resource shortages and heightened demands. Such adaptability not only mitigates immediate threats but also builds long-term robustness against unforeseen changes.^[92] As of 2025, emerging trends such as the integration of artificial intelligence for decision-making support, heightened emphasis on emotional intelligence in hybrid and remote team environments, and prioritization of employee well-being and agile practices are increasingly influencing team leadership and effectiveness. These developments, driven by technological advancements and post-pandemic shifts, enhance adaptability and trust but require leaders to upskill in digital tools and inclusive strategies.^[93]^[94] Common pitfalls undermining team success often stem from misalignments in foundational elements, such as poor goal alignment, where divergent individual objectives erode collective focus. This misalignment can lead to inefficiencies, reduced motivation, and suboptimal outputs, as members pursue conflicting priorities rather than unified aims. Other failures include inadequate resource distribution or overlooked interpersonal tensions, which compound over time and hinder process effectiveness. Addressing these through clear goal-setting and regular alignment checks is essential to avert such derailments.

Distinctions from Groups

Teams vs. Groups

Groups are typically characterized as larger collections of individuals who interact to some degree but lack strong interdependence and shared accountability for outcomes. Unlike teams, groups often consist of loosely connected members pursuing individual or parallel objectives, with collective performance merely the sum of individual contributions rather than a synergistic product. For instance, an audience at a lecture represents a group, where members may share a common interest but do not collaborate or hold one another accountable for a joint result.^[95] In contrast, teams are smaller, more cohesive units of interdependent members who align around a common purpose, specific performance goals, and a shared approach, fostering mutual accountability that drives collective success. This structure enables the "1+1=3" synergy effect, where the combined efforts of team members produce outcomes greater than the additive total of individual inputs, often through complementary skills and collaborative problem-solving. Seminal work emphasizes that true teams outperform mere groups by leveraging this interdependence to achieve innovative and efficient results.^[96] Boundary conditions between groups and teams often hinge on the emergence of goal alignment, where a collection of individuals shifts from independent actions to unified commitments that create interdependence and collective ownership. This evolution occurs when members redefine their interactions to prioritize shared objectives, transforming a nominal assembly into a functional team capable of sustained performance.^[97] Theoretically, distinctions in decision-making highlight functional (interacting) groups, where members deliberate collaboratively, versus nominal groups, in which individuals generate ideas independently before pooling them to mitigate social influences like conformity. Research shows nominal groups often yield more diverse and numerous ideas due to reduced interaction biases, while functional groups excel in refining and integrating those ideas through discussion, illustrating how group structures influence cognitive outputs without evolving into full team dynamics.^[98]^[99]

When Groups Function as Teams

Groups that are nominally structured as teams but operate without genuine interdependence often manifest as pseudo-teams, where members work in silos despite shared labels or meetings. These entities lack mutual accountability, coordinated efforts, and a collective purpose, leading to fragmented performance and unaddressed individual contributions. For instance, departmental units in organizations may be called teams but function independently, resulting in duplicated efforts and missed synergies.^[100]^[101] In crisis situations, ad-hoc groups—assembled rapidly from diverse individuals without prior cohesion—can transition into functioning teams through emergent interdependence and adaptive communication. Such groups, common in emergency healthcare settings like intensive care units, rely on designated leaders to foster shared situational awareness and coordinated actions, enabling effective responses to acute events like cardiac arrests. This temporary shift elevates performance by promoting improvisation and mutual support, though it demands clear role assignments to sustain efficacy.^[102] Interventions such as targeted training programs can transform existing groups into team-like structures by cultivating essential behaviors like role clarification and collaborative problem-solving. Team-building activities, for example, emphasize setting shared objectives and improving interpersonal dynamics, which evidence shows enhances cognitive and process outcomes in organizational settings. These evidence-based approaches, including debriefing sessions that reflect on performance, help groups develop mutual monitoring and backup behaviors, bridging the gap from isolated work to integrated efforts.^[46] When boundaries and goals are explicitly clarified in these groups, outcomes include heightened performance potential, reduced role ambiguity, and improved overall satisfaction. Research indicates that specific, challenging group goals lead to superior results compared to vague directives, with meta-analyses confirming gains in productivity.^[103]

References

[1]
8.3 Understanding Team Design Characteristics - Open Text WSU
A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually ...
[2]
Defining Teams and Groups – Problem Solving in Teams and Groups
The project, or single, team consists of a group of people who come together as a distinct organizational unit in order to work on a project or projects. The ...
[3]
The Importance of Teaming | Working Knowledge - Baker Library
Apr 25, 2012 · Teaming is essential to an organization's ability to respond to opportunities and to improve internal processes.
[4]
10.2 Group and Team Management – Organizational Behavior
In Group Dynamics, a group is defined as two or more individuals who are interactive and independent, coming together to achieve particular objectives.
[5]
13.1 The Team and the Organization – Foundations of Business ...
A team (or a work team) is a group of people with complementary skills who work together to achieve a specific goal (Thompson, 2008).What Is A Team? How Does... · Types Of Teams · Virtual Teams
[6]
Using the Stages of Team Development | MIT Human Resources
The four stages are a helpful framework for recognizing a team's behavioral patterns; they are most useful as a basis for team conversation.
[7]
Team Effectiveness and Six Essential Servant Leadership Themes
For the purpose of this study, the operational definition of team was adopted from Larson and LaFasto's (1989) work. In distinguishing teams from groups, Larson ...
[8]
What drives successful workplace teams? | UNC-Chapel Hill
Oct 28, 2025 · What drives successful workplace teams? · Pillar 1: Identification with the group and mission · Pillar 2: Trust · Pillar 3: Distributed expertise.
[9]
[PDF] Teams, Team Process, and Team Building - Loyola eCommons
The definition should guide the structure, purpose, and composition of the teams, as well as the decision of whether to employ them in a particular situation. “ ...
[10]
Military organization | Research Starters - EBSCO
Historically, military formations have evolved from ancient structures like the Greek phalanx and Roman legions to the more complex arrangements seen in modern ...
[11]
Understanding Teams
Katzenbach and Smith (1993) focus on performance in their definition of teamwork. According to these authors, in addition to team members having a common ...
[12]
Full article: Teamwork, collaboration, coordination, and networking
Nov 13, 2017 · We analysed over 20 descriptions of teamwork from which we obtained five common elements: shared identity, clear roles/tasks/goals, interdependence of members, ...
[13]
Types of task interdependence (based on Thompson, 1967
Thompson (1967) distinguishes between three types of interdependence, which are based on the nature of work flow: 1) pooled; 2) sequential; 3) reciprocal.
[14]
Is Your Team Coordinating Too Much, or Not Enough?
where they need to rely on each other to accomplish the team task, and b.) how you'll ...
[15]
‍ ‍ Real teams are stable, bounded, and interdependent | WorkMatters
Feb 24, 2025 · Boundaries: A real team has clear boundaries, meaning it's evident who is on the team and who is not. · Stability: Members of a real team stay ...
[16]
From Bounded Membership to Dynamic Participation - ResearchGate
Traditionally, teams have been defined as individuals working together with clear boundaries, stable membership, interdependent tasks, andmost importantlya ...
[17]
What's the Ideal Team Size? It Depends on the Manager - Gallup
Oct 16, 2024 · On average, teams with fewer than 10 members have the highest and the lowest levels of engagement. Essentially, teams with fewer members can more easily be ...
[18]
Taking the emergent in team emergent states seriously: A review ...
Team emergent states are properties that develop during team interactions and describe team members' attitudes and feelings (e.g., cohesion).
[19]
Team Emergent States: What Has Emerged in The Literature Over ...
Nov 23, 2020 · This review suggests team emergent states (TES) may be blends of categories, focusing on eight most-researched TES from 2000-2020 literature.
[20]
[PDF] Work Teams - Applications and Effectiveness - MIT
A taxonomy by Sundstrom and Altman (1989) uses integration and differentiation to identify four types of work groups whose boundaries create different demands ...
[21]
[PDF] Journal of Management - Communication Cache
In this paper, we review the research on virtual teams in an effort to assess the state of the literature. We start with an examination of the definitions ...
[22]
What Is Task Interdependence? Definition and Types | Indeed.com
Jul 26, 2025 · Sequential interdependence is when teams can't complete a task before they complete the previous task in the process. This system organizes team ...
[23]
[PPT] Types of Interdependence - SHRM
Pooled interdependence. Share some common resources but each has own job, often apart from others. For example: Sales teams. Sequential interdependence.
[24]
Reflections: Sociotechnical Systems Design and Organization Change
Dec 6, 2018 · These teams were capable of self-direction, reducing the dependence on supervisors to provide constant direction to individual workers.
[25]
The Difference Between Multidisciplinary, Interdisciplinary, and ...
Aug 31, 2020 · Multidisciplinary research takes place when faculty from different disciplines work independently on a common problem or research question.
[26]
Healthcare Teams: Terminology, Confusion, and Ramifications
Nov 16, 2022 · Multidisciplinary teams comprise professionals from multiple disciplines who work independently and complete discipline-specific assessments and ...Which Healthcare Team Is... · Table 2 Key Characteristics... · Standardized Terminology And...
[27]
Why Multidisciplinary Teams Design Better Products - Delve
A multidisciplinary team has the edge in creating innovative, well-rounded solutions that meet the needs of all stakeholders.
[28]
[PDF] The Science of Teams in the Military: Contributions from over 60 ...
Jan 15, 2017 · Teams are the foundational building blocks of the military, which uses a hierarchical structure built on and around teams to form larger ...
[29]
Lessons from the generals: Decisive action amid the chaos of crisis
May 18, 2020 · Although military organizations are inherently hierarchical ... Accordingly, the structure of military-command teams is modular and scalable.
[30]
Encouraging Teamwork Can Boost Manufacturing Productivity
Mar 1, 2008 · In a study of steel mills, rank-and-file workers in strategic teams were effective in tackling complex efficiency problems. Teams compete during ...Missing: units | Show results with:units
[31]
https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/lessons-from-the-generals-decisive-action-amid-the-chaos-of-crisis
[32]
Team size - getting it right - Belbin
We need enough team members to ensure diversity of behaviour (Team Role balance), knowledge, experience and ability.Groups And Teams Behave... · Smaller Teams · In Summary
[33]
When Opposites Attract: A Multi‐Sample Demonstration of ...
May 4, 2005 · This study explored whether complementary person-team fit on extraversion influences individual members' attraction to their teams and subsequent performance.
[34]
Inverted U-Shaped relationship between team size and citation impact
Jan 2, 2024 · The results show the following: (1) An inverted U-shaped relationship exists between team size and citation count. (2) Responsibility diffusion ...
[35]
Inverted U-Shaped relationship between team size and citation impact
An inverted U-shaped relationship exists between team size and citation count, with responsibility diffusion playing a partial mediating role.Missing: curve empirical
[36]
Developmental sequence in small groups. - APA PsycNet
Developmental sequence in small groups. Citation. Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
[37]
Stages of Small-Group Development Revisited - Sage Journals
The purpose of this review was to examine published research on small-group development done in the last ten years that would constitute an empirical test ...<|control11|><|separator|>
[38]
[PDF] Selection Assessment Methods | SHRM
This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is ...
[39]
Assessment centers: Reflections, developments, and empirical ...
May 6, 2024 · Assessment centers (ACs) are a popular evaluation approach often applied for the purposes of guiding employment selection and development decisions.
[40]
Team Selection - Oxford Academic - Oxford University Press
Organizational Psychology Research Methods in Psychology Psychology ... top-down selection process that is driven by organizational or managerial prerogative.36 Team Selection · Models Of Team Functioning · The Work Of Teams
[41]
Assessment of group formation methods on performance ... - Frontiers
Nov 12, 2024 · Our objective is to assess the impact of different group formation strategies, including random assignment, self-selection, and methods based on individual ...<|control11|><|separator|>
[42]
When, and why, do teams benefit from self-selection?
Mar 14, 2025 · We investigate the effect of team formation and task characteristics on performance in high-stakes team tasks. In two field experiments, ...
[43]
Leading the Challenge: Leader Support Modifies the Effect of Role ...
Role ambiguity has been conceptualized as one of the main impeding demands at work with negative consequences. The objective of the present study is to analyze ...
[44]
[PDF] Team Development Interventions: Evidence-Based Approaches for ...
Feb 2, 2017 · Team development interventions (TDIs) include team training, leadership training, team building, and team debriefing.<|control11|><|separator|>
[45]
Surface- and Deep-Level Diversity in Workgroups - jstor
Surface-level diversity includes characteristics like age, gender, and ethnicity. Deep-level diversity includes differences in attitudes, personality, and ...
[46]
Cognitive diversity, creativity and team effectiveness: the mediations ...
Aug 6, 2025 · The research found that cognitive diversity can increase creativity only through enhanced inclusion and knowledge sharing.
[47]
The linkage between cognitive diversity and team innovation
Jul 25, 2022 · Researchers have displayed considerable interest in how and when team cognitive diversity leads to improved or impaired team innovation.
[48]
When and how is team cognitive diversity beneficial? An ...
We find that Chaxu climate mitigates the positive effect of team cognitive diversity on team knowledge sharing.
[49]
Demographic Diversity and Faultlines: The Compositional ...
We discuss the dynamics of faultlines from the early to later stages of a group's development and show how they may be strongest and most likely when diversity ...
[50]
Demographic Diversity and Faultlines - jstor
We suggest that Group 3's stronger faultline puts it at much greater risk of internal subgroup conflict. Groups 5 and 6 are both moderately diverse. Members ...<|separator|>
[51]
DEI & Hybrid Work Environments A Game Changer or Another ...
The pandemic has raised two key questions. 1. Which additional dynamics are added to the DEI conversation with remote and hybrid workplace scenarios?
[52]
Transactive Memory: A Contemporary Analysis of the Group Mind
The most influential theory of group behavior that has ever been developed is currently in disfavor. This is the theory of the group mind.
[53]
[PDF] some effects of certain communication patterns on group performance¹
Communication patterns affect group behavior and performance. The study explores how different patterns, defined by the number of neighbors and centrality, ...
[54]
Dealing with information overload: a comprehensive review - Frontiers
The aim of this systematic literature review is to provide an insight into existing measures for prevention and intervention related to information overload.
[55]
Challenges and barriers in virtual teams: a literature review
May 20, 2020 · A literature review was performed to highlight the collaboration challenges experienced by virtual teams and existing mitigation strategies.
[56]
Formal vs. Informal Leading: A Comparative Analysis - ResearchGate
Aug 6, 2025 · This exploratory national study set out to determine whether there is a difference between formal leaders, those in a position of leadership, and informal ...
[57]
The Relationships of Team Role- and Character Strengths-Balance ...
Nov 30, 2020 · His framework distinguishes among nine informal roles (i.e., plant, resource investigator, coordinator, shaper, monitor evaluator, team worker, ...
[58]
The Nine Belbin Team Roles
Dr Meredith Belbin defined a 'Team Role' as one of nine clusters of behavioural attributes identified by his research at Henley as being effective in order to ...
[59]
[PDF] TECHNICAL MANUAL - Belbin
Dec 2, 2021 · The nine Belbin Team Roles are shown below, along with the strengths and allowable weaknesses for each role. According to. Belbin Team Role ...
[60]
Leveraging Team Expertise Location Awareness in Improving Team ...
Dec 19, 2021 · This study reveals that (1) team's expertise location awareness positively influences the team's knowledge integration ability which in turn enhances the team' ...
[61]
Stronger together: A multilevel study of collective strengths use and ...
Formal or informal team leaders may play a prominent role in guiding a team towards a more strengths-based allocation of tasks. The more a team leader ...<|separator|>
[62]
Role Overload and Work Performance: The Role of Psychological ...
Thus, role overload may act as a hindrance stressor that triggers psychological strain, which would ultimately impede work performance (LePine et al., 2005).
[63]
Role Overload and Underload in Relation to Occupational Stress ...
Aug 6, 2025 · Most research on work stress has focused on the concept of role overload, or too many job demands, as opposed to role underload, or too few job demands.
[64]
https://www.researchgate.net/publication/237617423_Formal_vs_Informal_Leading_A_Comparative_Analysis
[65]
Transformational and Transactional Leadership – BusinessBalls.com
James MacGregor Burns, who studied political leaders like Roosevelt and Kennedy, first described these two distinct styles of leadership in his 1978 book, ...Definitions of the Two Styles of... · Differences between... · Bernard BassMissing: original | Show results with:original
[66]
Transformational Leadership | Bernard M. Bass, Ronald E. Riggio
Aug 15, 2006 · Transformational Leadership, Second Edition is intended for both the scholars and serious students of leadership.
[67]
Transformational and Transactional Leadership: Association With ...
Transformational leadership inspires and motivates followers, whereas transactional leadership is based more on reinforcement and exchanges.
[68]
Laissez-Faire Leadership: Examples and Advantages - Verywell Mind
Jun 26, 2024 · Low accountability: Some leaders take advantage of this style as a way to avoid responsibility for the group's failures. When goals are not met, ...Characteristics · Benefits · Disadvantages · Leaders' Strengths
[69]
Situational Leadership® | What Is Situational Leadership®
Developed by Paul Hersey in 1969, this model provides a repeatable process for matching leadership behaviors to the performance needs of those being influenced.
[70]
The Situational Leadership Model: How It Works - Investopedia
The Situational Leadership Model was proposed by Paul Hersey and Ken Blanchard in 1996 as a way to guide leaders to more effective leadership, based on ...The Situational Leadership... · How It Works · Leadership Styles · Limitations
[71]
Shared Leadership: Reframing the Hows and Whys of Leadership
Pearce, C. L., & Conger, J. A. (Eds.) (2003). Shared leadership: Reframing the hows and whys of leadership. SAGE Publications, Inc., https://doi.org/10.4135 ...
[72]
Gender and leadership style: A meta-analysis. - APA PsycNet
Research comparing the leadership styles of women and men is reviewed, and evidence is found for both the presence and absence of differences between the sexes.
[73]
GLOBE Project
A unique large-scale study of cultural practices, leadership ideals, and generalized and interpersonal trust in 150 countries in collaboration with nearly ...2004 Culture and Leadership... · About the Studies · Globe 2020 · GLOBE BooksMissing: variations | Show results with:variations
[74]
[PDF] TEAMS IN ORGANIZATIONS: Recent Research on Performance ...
This review examines recent research on groups and teams, giving special emphasis to research investigating factors that influence the effectiveness of teams at ...
[75]
Error Reduction and Performance Improvement in the Emergency ...
Our findings point to the effectiveness of formal teamwork training for improving team behaviors, reducing errors, and improving staff attitudes.
[76]
[PDF] Metrics for Managing Innovation
This White Paper will tackle the managerial challenges of designing and im- plementing the dashboard of metrics for managing innovation, using the best.
[77]
[PDF] The Assessment of Team Performance: Observations and Needs
We can achieve a more accurate evaluation of team performance when it is measured at multiple levels. Analysis at the individual level can pinpoint the members ...
[78]
The Balanced Scorecard—Measures that Drive Performance
To put the balanced scorecard to work, companies should articulate goals for time, quality, and performance and service and then translate these goals into ...
[79]
Getting 360-Degree Feedback Right
360-degree feedback consistently stymies executives: peer appraisal. More times than not, it exacerbates bureaucracy, heightens political tensions, and ...
[80]
[PDF] Study of the impact of team morale on construction project ...
This study examines how team morale impacts construction project performance, aiming to study the effects of improved morale on team productivity.
[81]
Social psychology, a brief introduction : McGrath, Joseph Edward ...
Dec 21, 2019 · McGrath, Joseph Edward, 1927-. Publication date: 1964. Topics: Psicología social, Psychologie sociale, Social psychology, Psicologia social.
[82]
Influences of environment and leadership on team performance in ...
Team performance is influenced by leadership, organizational environment, project complexity, and team composition. Organizational conditions satisfying ...
[83]
Healthcare team resilience during COVID-19: a qualitative study
Apr 12, 2024 · The purpose of this qualitative research was to describe resilience in the healthcare team during the COVID-19 pandemic.
[84]
[PDF] TEAMS IN ORGANIZATIONS: From Input-Process-Output Models to ...
Oct 5, 2004 · they are embedded in organizations and contexts and performing tasks over time. (Ilgen 1999). Theories directed at teams/small groups in general ...
[85]
Teams in Organizations: From Input-Process-Output Models to IMOI ...
Feb 4, 2005 · This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time.
[86]
Teams in Organizations: From Input-Process-Output Models to IMOI ...
Aug 5, 2025 · This review examines research and theory relevant to work groups and teams typically embedded in organizations and existing over time.
[87]
Nominal versus Interacting Group Processes for Committee ... - jstor
A different comparison of the same measure of group processes is the examination of nominal groups as opposed to brainstorming or inter- acting group ...
[88]
Nominal versus interacting group processes for committee decision ...
Nominal versus interacting group processes for committee decision-making effectiveness. Citation. Van De Ven, A., & Delbecq, A. L. (1971).
[89]
[PDF] What is a Team and the difference between Pseudo Teams, Real ...
He developed 3 simple questions for ascertaining the difference between real teams and what he terms pseudo teams: • Do you have a few clear objectives that you ...
[90]
Real Teams or Pseudo Teams? The Changing Landscape Needs a ...
Jan 7, 2015 · Real Teams or Pseudo Teams? The Changing Landscape Needs a Better Map - Volume 5 Issue 1. ... Industrial and Organizational Psychology.
[91]
Team leader communication in ad hoc teams and its impact on team ...
Jun 2, 2025 · The results of this systematic review indicate that team leaders in ad hoc teams have a significant impact on overall team performance.
[92]
Goal Setting in Teams: Goal Clarity and Team Performance in the ...
This study contributes to the fields of public management and teamwork by examining whether and under what team conditions clear goals contribute to team ...
[93]
The effect of goal setting on group performance: A meta-analysis
Apr 16, 2024 · Setting specific difficult goals for groups leads to increased group performance compared to nonspecific goals and specific easy goals. · Factors ...