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Gardner, Douglas E., David L. Light Shields, Brenda Jo Light Bredemeier, and Alan Bostrom. "The Relationship between Perceived Coaching Behaviors and Team Cohesion among Baseball and Softball Players." Sport Psychologist 10, no. 4 (December 1996): 367–81. http://dx.doi.org/10.1123/tsp.10.4.367.
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The relationship between perceived leadership behaviors and team cohesion in high school and junior college baseball and softball teams was researched. Study participants, 307 athletes representing 23 teams, responded to the perceived version of the Leadership Scale for Sports (LSS) and the Group Environment Questionnaire (GEQ). Correlational and multivariate analyses indicated significant relationships between perceived leader behaviors and team cohesion. Specifically, coaches who were perceived as high in training and instruction, democratic behavior, social support, and positive feedback, and low in autocratic behavior, had teams that were more cohesive. A MANOVA indicated there were significant differences between genders and athletes at the two school levels in their perceptions of coaching behaviors and team cohesion, though these demographic variables did not significantly moderate the leadership-cohesion relationship.
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Salas, Eduardo, Rebecca Grossman, Ashley M. Hughes, and Chris W. Coultas. "Measuring Team Cohesion." Human Factors: The Journal of the Human Factors and Ergonomics Society 57, no. 3 (April 15, 2015): 365–74. http://dx.doi.org/10.1177/0018720815578267.
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Greer, E., R. Matthews, M. Owen, L. Grosser, P. Roma, and S. Banks. "O063 Impact of sleep deprivation on distributed team performance and cohesion." SLEEP Advances 3, Supplement_1 (October 1, 2022): A26—A27. http://dx.doi.org/10.1093/sleepadvances/zpac029.062.
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Abstract Distributed teams often have limited contact resulting in less effective collaboration and decreased cohesion. Those in 24/7 industries are further impacted by fatigue and sleep loss which threatens workers’ safety, productivity, and performance. To date little is known about distributed team cohesion with extended periods of time awake. Hence, this study examined the impact of sleep deprivation on distributed team performance and cohesion. 22 healthy individuals (M=22.81,SD=4.4 years,11f) aged 18-45 years participated in a five-day sleep study. Participants were randomly allocated into teams consisting of four members and underwent 62h of total sleep deprivation (TSD). Distributed teams completed the COHESION task at 10h intervals throughout the wake period. COHESION required distributed teams to attempt resource movements, while avoiding visible and invisible barriers. Team members could dedicate time to reveal barriers to all, making successful resource movements easier. Distributed team performance was assessed using team successful resource movements. Distributed team cohesion was assessed through team members’ barrier reveal responses in relation to their total responses. Data were analysed using linear mixed models. Results showed that distributed team cohesion decreased with TSD (F(5,495.19)=3.18,p=.008), and there were significant differences between teams (F(5,21.99)=8.74,p<.001). Team performance also decreased with TSD (F(5,144)=3.01,p=.013), with significant differences between teams (F(5,21.01)=7.03,p<.001). This study found distributed team cohesion was reduced with TSD, as was overall team performance. We found each distributed team used a different strategy to manage the team task during sleep deprivation and these differences impacted their overall team performance.
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Wolf, Svenja A., Mark A. Eys, Pamela Sadler, and Jens Kleinert. "Appraisal in a Team Context: Perceptions of Cohesion Predict Competition Importance and Prospects for Coping." Journal of Sport and Exercise Psychology 37, no. 5 (October 2015): 489–99. http://dx.doi.org/10.1123/jsep.2014-0276.
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Athletes’ precompetitive appraisal is important because it determines emotions, which may impact performance. When part of a team, athletes perform their appraisal within a social context, and in this study we examined whether perceived team cohesion, as a characteristic of this context, related to appraisal. We asked 386 male and female intercollegiate team-sport athletes to respond to measures of cohesion and precompetitive appraisal before an in-season game. For males and females, across all teams, (a) an appraisal of increased competition importance was predicted by perceptions of higher task cohesion (individual level), better previous team performance, and a weaker opponent (team level) and (b) an appraisal of more positive prospects for coping with competitive demands was predicted by higher individual attractions to the group (individual level). Consequently, athletes who perceive their team as more cohesive likely appraise the pending competition as a challenge, which would benefit both emotions and performance.
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Tan, Evelyn T. S., Katja Rogers, Lennart E. Nacke, Anders Drachen, and Alex Wade. "Communication Sequences Indicate Team Cohesion: A Mixed-Methods Study of Ad Hoc League of Legends Teams." Proceedings of the ACM on Human-Computer Interaction 6, CHI PLAY (October 25, 2022): 1–27. http://dx.doi.org/10.1145/3549488.
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Team cohesion is a widely known predictor of performance and collaborative satisfaction. However, how it develops and can be assessed, especially in fast-paced ad hoc dynamic teams, remains unclear. An unobtrusive and objective behavioural measure of cohesion would help identify determinants of cohesion in these teams. We investigated team communication as a potential measure in a mixed-methods study with 48 teams (n=135) in the digital game League of Legends. We first established that cohesion shows similar performance and satisfaction in League of Legends. teams as in non-game teams and confirmed a positive relationship between communication word frequency and cohesion. Further, we conducted an in-depth exploratory qualitative analysis of the communication sequences in a high-cohesion and a low-cohesion team. High cohesion is associated with sequences of apology->encouragement, suggestion->agree/acknowledge, answer->answer, and answer->question, while low-cohesion is associated with sequences of opinion/analysis->opinion/analysis, disagree->disagree, command->disagree, and frustration->frustration. Our findings also show that cohesion is important to team satisfaction independently of the match outcomes. We highlight that communication sequences are more useful than frequencies to determine team cohesion via player interactions.
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Dey, Chitra, and Ganesh M.P. "Impact of team design and technical factors on team cohesion." Team Performance Management: An International Journal 26, no. 7/8 (August 10, 2020): 357–74. http://dx.doi.org/10.1108/tpm-03-2020-0022.
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Purpose Based on the interpersonal interaction perspective of team cohesion, this study aims to examine the effects of team boundedness, formal coordination and organization tenure diversity on both task and social cohesion. The authors test for the interaction effect of organization tenure diversity on the relationships between the independent variables and the dimensions of team cohesion. Design/methodology/approach Data was collected from 111 software development teams and aggregated to the team level. Common latent factor test for common method bias showed no significant bias. Structural equation modelling (SEM) was used to test all the hypotheses. Findings SEM results show that team boundedness and formal coordination have positive and significant association with both dimensions of team cohesion. Formal coordination was found to be a stronger positive predictor for task cohesion than for social cohesion. Organization tenure diversity was found to be a stronger negative predictor for social cohesion than for task cohesion. Organization tenure diversity in the team moderates the relationship between formal coordination and task cohesion. Research limitations/implications The data was collected using a cross-sectional design. However, the authors have mitigated the effect of common method variance by adopting both procedural and statistical methods. Originality/value This paper expands extant literature by examining the antecedents of two important components of team cohesion, task and social cohesion. The authors proposed and found that the independent variables have different impacts on task and social cohesion. This study furthers both theory and practice by considering team boundedness as a variable of interest and its impact on internal team dynamics.
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Tziner, Aharon, Nicola Nicola, and Anis Rizac. "Relation between Social Cohesion and Team Performance in Soccer Teams." Perceptual and Motor Skills 96, no. 1 (February 2003): 145–48. http://dx.doi.org/10.2466/pms.2003.96.1.145.
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Investigations of the influence on team performance of team composition, in terms of task-related attributes, e.g., personality traits, cognitive abilities, often assumes this relation to be mediated by the strength (intensity) of the interpersonal relations (social cohesion) among team members. However, there has been little empirical examination of how much social cohesion actually affects team outcomes. This preliminary study sought to examine this issue using soccer teams, which have been held to resemble workplace teams. Perceptions of team cohesion were collected from 198 Israeli soccer players (comprising 36 national league teams) during the week preceding their weekly games. A significant correlation was found between the perceptions of social cohesion and the results of the soccer matches, indicating a link between team social cohesion and team performance. Implications of the results, as well as the study's limitations, are discussed, and avenues for research are suggested.
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Park, Won-Woo, Mee Sook Kim, and Stanley M. Gully. "Effect of Cohesion on the Curvilinear Relationship Between Team Efficacy and Performance." Small Group Research 48, no. 4 (May 26, 2017): 455–81. http://dx.doi.org/10.1177/1046496417709933.
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Research has generally supported a linear positive relationship between team efficacy and team performance. More recent theories and research suggest, however, that teams can become overly efficacious and team efficacy may exhibit nonlinear relationships with outcomes. The current study investigates the possibility that team efficacy is associated with decreases in team performance when the level of team efficacy is excessively high or low. This study further suggests that cohesion is an important contextual factor that may affect the curvilinear relationship between team efficacy and performance such that high levels of cohesion will magnify the curvilinear relationship whereas low levels of cohesion will flatten the curvilinear pattern. Hypotheses were tested using 324 employees in 34 work teams. Results demonstrate that the curvilinear relationship between team efficacy and team performance was strongest when cohesion was high; the relationship flattened when cohesion was low. Implications and limitations are discussed.
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Black, Janine, Kihwan Kim, Shanggeun Rhee, Kai Wang, and Sut Sakchutchawan. "Self-efficacy and emotional intelligence." Team Performance Management: An International Journal 25, no. 1/2 (March 11, 2019): 100–119. http://dx.doi.org/10.1108/tpm-01-2018-0005.
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PurposeThis study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance.Design/methodology/approachThis study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task.FindingsResults indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation.Research limitations/implicationsThe current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability.Practical implicationsThis paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits.Originality/valueThe current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.
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Susskind, Alex M., and Peggy R. Odom-Reed. "Team Member’s Centrality, Cohesion, Conflict, and Performance in Multi-University Geographically Distributed Project Teams." Communication Research 46, no. 2 (February 3, 2016): 151–78. http://dx.doi.org/10.1177/0093650215626972.
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This study examined team processes and outcomes among 12 multi-university distributed project teams from 11 universities during its early and late development stages over a 14-month project period. A longitudinal model of team interaction is presented and tested at the individual level to consider the extent to which both formal and informal network connections—measured as degree centrality—relate to changes in team members’ individual perceptions of cohesion and conflict in their teams, and their individual performance as a team member over time. The study showed a negative network centrality-cohesion relationship with significant temporal patterns, indicating that as team members perceive less degree centrality in distributed project teams, they report more team cohesion during the last four months of the project. We also found that changes in team cohesion from the first three months (i.e., early development stage) to the last four months (i.e., late development stage) of the project relate positively to changes in team member performance. Although degree centrality did not relate significantly to changes in team conflict over time, a strong inverse relationship was found between changes in team conflict and cohesion, suggesting that team conflict emphasizes a different but related aspect of how individuals view their experience with the team process. Changes in team conflict, however, did not relate to changes in team member performance. Ultimately, we showed that individuals, who are less central in the network and report higher levels of team cohesion, performed better in distributed teams over time.
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Chen, Ming-Huei, Yu-Yu Chang, and Yuan-Chieh Chang. "The trinity of entrepreneurial team dynamics: cognition, conflicts and cohesion." International Journal of Entrepreneurial Behavior & Research 23, no. 6 (October 2, 2017): 934–51. http://dx.doi.org/10.1108/ijebr-07-2016-0213.
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Purpose Cognition, conflict and cohesion constitute an inseparable body of group dynamics in entrepreneurial teams. There have been few studies of how entrepreneurial team members interact with each other to enhance venture performance. The purpose of this paper is to develop and test a model that explains the trinity of cognition, conflict and cohesion in terms of social interaction between entrepreneurial team members. Design/methodology/approach Drawing upon the existing literature concerning entrepreneurial teams, the hypothesized model posits that shared cognition influences team cohesion through the mediating effects of intra-team conflicts. The model also postulates that team cohesion is positively associated with new venture performance and entrepreneurial satisfaction. Structural equation modeling is used to test the hypothesized model, using data that were collected from 203 entrepreneurial teams from technology-based companies in Taiwan. Findings The results show that shared cognition in entrepreneurial team members maintains team cohesion by restraining conflict and that team cohesion has a positive influence on entrepreneurial members’ satisfaction and new venture profitability. Practical implications The leader of a new venture team must endeavor to improve shared cognition between entrepreneurial members. To strengthen shared cognition, the leader can hold formal workshops to build consensus, informal meetings to share views, or use social media to enhance common understanding. Originality/value This paper verifies the connections between shared cognition, conflicts and cohesion in entrepreneurial teams in predicting new venture success and highlights the importance of cultivating a shared cognition in an entrepreneurial team to manage conflicts.
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Braun, Michael T., Steve W. J. Kozlowski, Tara A. (Rench) Brown, and Richard P. DeShon. "Exploring the Dynamic Team Cohesion–Performance and Coordination–Performance Relationships of Newly Formed Teams." Small Group Research 51, no. 5 (February 21, 2020): 551–80. http://dx.doi.org/10.1177/1046496420907157.
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Emergent states, like cohesion, and behavioral processes, like coordination, are considered critical for team performance, yet little is known regarding their relative importance over time. Testing several hypotheses and exploring multiple research questions, this study used a laboratory design to better understand the evolution of cohesion–performance and coordination–performance relationships of newly formed teams. Forty-two teams of three completed 10 task episodes of an interdependent team task over the course of two and a half hours. Results reveal that cohesion and performance have a reciprocal relationship such that cohesion predicts subsequent performance, which then predicts subsequent cohesion. Moreover, coordination predicts subsequent performance, but performance does not predict subsequent coordination. Both the cohesion–performance and coordination–performance relationships weaken as the team works together, indicating that other states and processes predict performance at later stages of team development. Meanwhile, the relative importance of cohesion compared with coordination strengthens with increased team interactions.
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Wei, Meng, Shengyue Hao, and Xu Ren. "Nonspatial Proximity and Project Team Resilience: The Role of Knowledge Sharing and Team Cohesion." Discrete Dynamics in Nature and Society 2022 (April 14, 2022): 1–15. http://dx.doi.org/10.1155/2022/8614056.
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Project teams often work in a turbulent and uncertain environment, which tends to bring various dilemmas to them over the projects’ duration. Resilience makes it possible for project teams to minimize, manage, and mend the damage caused by adversities. The research on project team resilience is emerging, but not fully developed. Many inputs of project team resilience including team composition have attracted less or even no attention. We explored the influence of team composition on project team resilience from the perspective of proximity and discussed the role of knowledge sharing and team cohesion in their relationship. An analysis of 256 responses from Chinese construction project teams shows that (a) cognitive proximity has a U-shaped effect on project team resilience, knowledge sharing, and team cohesion; (b) value and social proximity positively affect project team resilience, knowledge sharing, and team cohesion; (c) knowledge sharing and team cohesion have a positive influence on project team resilience and mediate the relationship between cognitive, value, social proximity, and project team resilience. This study enriches the empirical literature on team resilience, broadens the boundary of project management, team resilience, proximity, and conservation of resources theory, and provides practical suggestions and future direction.
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Bonny, Justin W. "Preliminary Evaluation of a Brief Team Cohesion Manikin Scale." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 62, no. 1 (September 2018): 747–51. http://dx.doi.org/10.1177/1541931218621170.
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The performance of small groups of individuals is substantially influenced by team cohesion. Past research has examined the processes involved in the development of cohesion, the extent to which a group of individuals are drawn together as a team, between team members across large temporal scales. Questions remain, however, regarding the progression of team cohesion within a specific set of activities. To address these questions, brief measures that are able to reliably assess team cohesion are required. In the present study, a novel set of team cohesion scales, designed to be completed rapidly and at multiple times during a task, was examined. Three team cohesion manikin scales were developed to assess interpersonal attraction, commitment, and pride. Ratings from the scales were gathered as small groups of participants completed two sets of tasks, the first in which participants observed video clips of teams that varied in displayed cohesion, and the second where groups completed two activities. High reliability was observed across the scales when participants used them to rate groups observed in video clips. During group activities, significant relations were observed between scale scores and past measures of team cohesion. The present study provides preliminary evidence that brief self-report measures can be used to assess team cohesion when observing as well as participating in group activities.
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Carron, Albert V., Steven R. Bray, and Mark A. Eys. "Team cohesion and team success in sport." Journal of Sports Sciences 20, no. 2 (January 2002): 119–26. http://dx.doi.org/10.1080/026404102317200828.
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Madson, Laura, and Christopher M. Burns. "Jumpstarting Team Cohesion with Team Activity Debriefings." Medical Science Educator 30, no. 1 (November 14, 2019): 609–15. http://dx.doi.org/10.1007/s40670-019-00843-w.
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Febriani, Risna. "PERAN KOHESIVITAS DALAM TIM OLAHRAGA UNTUK MEMPREDIKSI KEBERHASILAN KELOMPOK." Jurnal Terapung : Ilmu - Ilmu Sosial 4, no. 1 (March 15, 2022): 59. http://dx.doi.org/10.31602/jt.v4i1.7359.
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The purpose of this article is to highlight cohesion research stemming from sports investigations. There is a lot of literature on cohesion to explain phenomena in team sports. Research conducted on physical activity on cohesion and other topics in group dynamics (eg, leadership, roles, and norms) has the potential to offer much of the extant group literature. In addition, a clear definition and conceptualization is needed in researching group cohesion on sports teams, considering that sports groups are different from other groups in social life. In the context of team sports, cohesion can be influenced and influenced by the group. Group cohesion can be a factor in team success, but it can also be a result of team performance. Therefore, future research may be able to clarify the direction of the relationship of group cohesion in sports team success Keywords: The role of cohesiveness, predicting group success
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Brawley, Lawrence R., Albert V. Carron, and W. Neil Widmeyer. "Assessing the Cohesion of Teams: Validity of the Group Environment Questionnaire." Journal of Sport Psychology 9, no. 3 (September 1987): 275–94. http://dx.doi.org/10.1123/jsp.9.3.275.
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The process of validating a recently developed instrument to assess perceived team cohesion is discussed. The Group Environment Questionnaire (GEQ), an instrument designed to measure cohesion in sport teams, has good estimates for its internal consistency and for its content and factorial validity (Carron, Widmeyer, & Brawley, 1985; Widmeyer, Brawley, & Carron, 1985). However, other aspects of its validity required examination. The present article reports three studies concerning inspection of the GEQ's concurrent (Study 1), predictive (Study 2), and construct (Study 3) validities. In Study 1 the GEQ exhibited the predicted correspondence with similar measures of cohesion and was not significantly correlated with measures of other constructs. In Study 2 the GEQ successfully discriminated team and individual sport athletes by predicting their membership to these groups on the basis of their task cohesion scores. As well, classification of athletes as new and long-standing members of individual sport teams was predicted on the basis of their social cohesion scores. Finally, in Study 3 evidence was obtained for the predicted difference in self-responsibility attributions between high and low task-cohesive athletes of team sports. Considering the results of the three studies with previous evidence of content and factorial validity, the conclusion was that the GEQ is valid. In sum, demonstrations of the GEQ's content, factorial, concurrent, predictive, and construct validity reflect the ongoing process of its construct validation.
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Senécal, Julie, Todd M. Loughead, and Gordon A. Bloom. "A Season-Long Team-Building Intervention: Examining the Effect of Team Goal Setting on Cohesion." Journal of Sport and Exercise Psychology 30, no. 2 (April 2008): 186–99. http://dx.doi.org/10.1123/jsep.30.2.186.
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The purpose of the current study was to determine whether the implementation of a season-long team-building intervention program using team goal setting increased perceptions of cohesion. The participants were 86 female high school basketball players from 8 teams. The teams were randomly assigned to either an experimental team goal–setting or control condition. Each participant completed the Group Environment Questionnaire (GEQ; Carron, Brawley, & Widmeyer, 2002; Carron, Widmeyer, & Brawley, 1985), which assessed cohesion at both the beginning and end of the season. Overall, the results revealed a significant multivariate effect, Pillai’s trace F(12, 438) = 2.68, p = .002. Post hoc analyses showed that at the beginning of the season, athletes from both conditions did not differ in their perceptions of cohesion. However, at the end of the season, athletes in the team goal–setting condition held higher perceptions of cohesion than athletes in the control condition. Overall, the results indicated that team goal setting was an effective team-building tool for influencing cohesiveness in sport teams.
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Markova, Gergana, and John T. Perry. "Cohesion and individual well-being of members in self-managed teams." Leadership & Organization Development Journal 35, no. 5 (July 1, 2014): 429–41. http://dx.doi.org/10.1108/lodj-04-12-0058.
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Purpose – The purpose of this paper is to investigate interactions among members of self-managed teams (SMTs). The authors were interested in how leader emergence, group potency, and opinion compliance were related to team cohesion and member well-being. Design/methodology/approach – In a simulated business environment, the authors surveyed 236 students working in 54 SMTs. Participants reported their interactions and experiences at several points of time during class. Individual responses about team cohesion and group potency were aggregated for the purposes of the analysis. Findings – The paper found that leader emergence was associated with reduced cohesion among members and diminished individual well-being. Group potency was modestly associated with better cohesion among team members. Participants of more cohesive groups reported higher individual well-being. Opposite to the predictions, opinion compliance was not significantly related to individual well-being. Research limitations/implications – Within the limitations of the study design, the results suggest that leader emergence may have adverse effect on team interactions. Future research should investigate the positive and negative implications of an emerging leader in SMTs. Practical implications – The broad application of SMTs in organizations necessitates a critical examination of team dynamics and individual experiences of members. Along with team productivity, managers should consider the effects of team interactions on employees’ well-being. Employees who are drawn to more discretionary work such as SMTs may not favor leader emergence. Originality/value – The findings suggest that leader emergence may have negative implications for other team members and the overall team functioning.
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Martin, Luc J., Albert V. Carron, Mark A. Eys, and Todd Loughead. "Children’s perceptions of cohesion." Sport & Exercise Psychology Review 7, no. 1 (February 2011): 11–25. http://dx.doi.org/10.53841/bpssepr.2011.7.1.11.
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The general purpose of the two studies reported here was to examine perceptions of team cohesiveness in children aged 9 to 12 years. In Study 1, focus groups were used to examine individual perceptions of cohesion from the perspective of group integration – the group as a totality. In Study 2, open-ended questionnaires were used to examine individual perceptions of cohesion from the perspective of individual attractions to the group. The results showed that children as young as nine years understand the phenomenon known as cohesion. They can discuss the group as a totality, the characteristics of cohesive and non-cohesive teams, and identify the major factors attracting them to and maintaining their involvement in the group. Also, the ability to clearly distinguish between task and social cohesion is present. The results provide insight into the world of child sport and emphasise the importance of group cohesion, affiliation, and other social constructs in children’s involvement and adherence to sport groups.
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van Vianen, Annelies E. M., and Carsten K. W. De Dreu. "Personality in teams: Its relationship to social cohesion, task cohesion, and team performance." European Journal of Work and Organizational Psychology 10, no. 2 (June 2001): 97–120. http://dx.doi.org/10.1080/13594320143000573.
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Granito, Vincent J., and David W. Rainey. "Differences in Cohesion between High School and College Football Teams and Starters and Nonstarters." Perceptual and Motor Skills 66, no. 2 (April 1988): 471–77. http://dx.doi.org/10.2466/pms.1988.66.2.471.
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The Group Environment Questionnaire was administered at the end of the season to 44 football players from a large high school, 25 players from a medium-sized high school, and 52 players from a National Collegiate Athletic Association Division III university. It was hypothesized that starters would be more cohesive than nonstarters and that high school teams would be more cohesive than the university team. Scores from the four sub-scales were analyzed with two-way (High School/University X Starter/Nonstarter) analysis of variance. Main effects for Team and for Starter/Nonstarter were significant for the Individual Attraction to Group-Task and Group Integration-Task scales. Starters scored higher than nonstarters on both scales, and high school teams scored higher than the university team on both scales. Results support Widmeyer, Brawley, and Carron's 1985 model, which specifies that teams' characteristics and players' characteristics are antecedents of team cohesion.
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Falcão, William R., Gordon A. Bloom, and Todd M. Loughead. "Coaches’ Perceptions of Team Cohesion in Paralympic Sports." Adapted Physical Activity Quarterly 32, no. 3 (July 2015): 206–22. http://dx.doi.org/10.1123/apaq.2014-0122.
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The purpose of this study was to investigate Paralympic coaches’ perceptions of team cohesion. Seven head coaches of summer and winter Canadian Paralympic sport teams participated in the study. Four participants coached individual sports and 3 coached team sports. Data were collected using semistructured interviews and analyzed using thematic analysis. The results addressed the coaches’ perceptions of cohesion in the Paralympic sport setting and strategies used to foster cohesion with their teams. Participants described using techniques and strategies for enhancing cohesion that were similar to those in nondisability sport, such as task-related activities, goal setting, and regularly communicating with their athletes. They also listed how cohesion was distinct to the Paralympic setting, such as the importance of interpersonal activities to build social cohesion. The implications of these results for coaching athletes with a disability are also presented.
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Rodríguez-Sánchez, Alma M., Toon Devloo, Ramón Rico, Marisa Salanova, and Frederik Anseel. "What Makes Creative Teams Tick? Cohesion, Engagement, and Performance Across Creativity Tasks: A Three-Wave Study." Group & Organization Management 42, no. 4 (March 21, 2016): 521–47. http://dx.doi.org/10.1177/1059601116636476.
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The present study examines the mediational role of collective engagement in the relationship between team cohesion and team creative performance. A reciprocal process was expected to unfold across creativity task episodes: (a) team cohesion leads to collective task engagement, which in turn has a positive effect on team creative performance (perceived team performance and independently rated creativity), and (b) perceived team creative performance predicts the development of future team cohesion. The study relied on a longitudinal three-wave research design through an organizational simulation exercise, in which 118 project teams (605 individuals) were charged with three creativity tasks. This study advances collective task engagement as an important mediational process explaining team performance in creative activities.
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Piasecki, Piotr A., Todd M. Loughead, Kyle F. Paradis, and Krista J. Munroe-Chandler. "Using a Personal-Disclosure Mutual-Sharing Approach to Deliver a Team-Based Mindfulness Meditation Program to Enhance Cohesion." Sport Psychologist 35, no. 1 (March 1, 2021): 22–29. http://dx.doi.org/10.1123/tsp.2019-0116.
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In an effort to increase perceptions of cohesion among intercollegiate soccer players, a team-based mindfulness meditation program was undertaken. This team-building program was delivered by using a personal-disclosure mutual-sharing approach. A total of 31 female intercollegiate soccer players from two teams participated. Assigned to the intervention condition was a Canadian intercollegiate team (U Sports), while the control condition was an American intercollegiate team (NCAA, Division II). The participants completed a measure of cohesion (Group Environment Questionnaire) pre- and postintervention. Controlling for the preintervention scores, the 8-week team-based mindfulness meditation program resulted in significantly higher perceptions of social cohesion for the intervention group compared with the control group at postintervention. However, there were no significant differences in task cohesion between the intervention and control groups at postintervention. Using personal disclosure, mutual sharing seems a viable approach by which to deliver a team-based mindfulness meditation program to enhance a team’s social cohesion.
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Hill, N. Sharon, Lynn R. Offermann, and Kaitlin Thomas. "Mitigating the Detrimental Impact of Maximum Negative Affect on Team Cohesion and Performance Through Face-to-Face Communication." Group & Organization Management 44, no. 1 (May 21, 2018): 211–38. http://dx.doi.org/10.1177/1059601118776835.
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Research on team affective composition has been limited by primarily focusing on the influence of the mean level of team affect despite suggestions that even one affectively negative member may have a disproportionate influence on team functioning and outcomes. Drawing on key tenets of social interdependence theory and integrating team affect and communication research, we investigate the influence of the team member with the highest score on trait negative affect (maximum negative affect). We also highlight an important factor, face-to-face communication, that may mitigate the detrimental effect of maximum negative affect. Results show that the negative impact of team maximum negative affect on team cohesion, and the indirect effect on team performance behaviors through cohesion, is attenuated in teams that meet face-to-face more frequently. In addition, team performance behaviors mediate the indirect effect of cohesion on the team’s task performance outcome. Our findings make significant contributions to team affect research and also have important practical implications for managing negative affectivity in teams.
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Nasief, Ghaith Mahmood, Ahmad Farouq Nassar, and Ismail Ahmad Zkarneh. "Social Adjustment and its Relationship to Team Cohesion among Team Games Players in Palestinian Universities." Dirasat: Educational Sciences 49, no. 4 (December 14, 2022): 364–79. http://dx.doi.org/10.35516/edu.v49i4.3346.
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Objectives: The study's objectives were to measure the degree of social adjustment and team cohesion among team game players in Palestinian universities, as well as the variations in these measures across the variables (university, game type, place of residence), and to determine the relationship between the degree of social adjustment and group cohesion among team game players in Palestine.
Methods: The descriptive-correlational approach was employed by the researchers. According to the declarations of the Palestinian University Sports Federation, the study was carried out on a sample of athletes competing on team sports teams at Palestinian universities, and it included (142) athletes who were deliberately selected, representing (33.52%) from (Khadouri University, An-Najah University, Istiqlal University, Arab American University).
Results: The study revealed that there were no statistically significant differences in social adjustment and team cohesion when the university, game type, and place of residence were taken into account, while the study's findings revealed that the level of social adjustment and team cohesion among team game players in Palestinian universities was medium and the level of team cohesion among team game players in Palestinian universities was high.
Conclusions: The players of team games in Palestinian universities experience good to medium levels of social adjustment as well as high levels of team cohesion. These levels of social adjustment and social cohesion are positively related to one another, and players in Palestinian universities experience nearly the same harmony in these areas regardless of the university, the type of game, and where they live.
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Lvina, Elena, Gary Johns, and Christian Vandenberghe. "Team Political Skill Composition as a Determinant of Team Cohesiveness and Performance." Journal of Management 44, no. 3 (August 26, 2015): 1001–28. http://dx.doi.org/10.1177/0149206315598371.
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This study examines the role of team political skill in predicting team effectiveness. Extending the current paradigm of individual political skill and contributing to the team effectiveness literature, we offer a theoretical framework for team political skill composition and test a model whereby task and social cohesion mediate the relationship between team political skill and team performance. On the basis of the results obtained from 189 student project teams and 28 business work teams, we demonstrate that team political skill benefits extend to groups. In both samples, team political skill directly related to subjective and objective team performance. Among several team political skill composition models, the interaction between the group skill mean and standard deviation (“skill strength”) was found to be the best predictor of team emergent states and outcomes. Team political skill was related to objective team performance via social and task cohesion in the student teams and via task cohesion in the work teams. Finally, we investigated the potential dark side of high team political skill but failed to support the too-much-of-a-good-thing hypothesis. Given the social focus of the construct, an aim for future research is to further understand how the composition of individual political skill influences team dynamics and outcomes. Multiple organizational implications extend to recruitment, training, development, and team building.
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Westre, Kirk R., and Maureen R. Weiss. "The Relationship between Perceived Coaching Behaviors and Group Cohesion in High School Football Teams." Sport Psychologist 5, no. 1 (March 1991): 41–54. http://dx.doi.org/10.1123/tsp.5.1.41.
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Based on Carron’s (1982) conceptual system of cohesion and Chelladurai and Carron’s (1978) multidimensional model of sport leadership, this study examined the relationship between perceived coaching behaviors and group cohesion in high school football teams. Players (N=163) assessed their coach’s leadership style and behaviors using the Leadership Scale for Sports (Chelladurai & Saleh, 1980), and the cohesion of their team using the Group Environment Questionnaire (Widmeyer, Brawley, & Carron, 1985). Multivariate multiple regression and canonical analyses revealed a significant relationship between coaching behaviors and group cohesion. Coaches who were perceived as engaging in higher levels of social support, training and instruction, positive feedback, and a democratic style were associated with higher levels of task cohesion within their teams. A series of subanalyses revealed that perceptions of team and individual success, as well as starter/nonstarter playing status, were also related to perceptions of coaching behaviors and/or team cohesion, while offensive and defensive positions were not related to these constructs.
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Prapavessis, Harry, and Albert V. Carron. "The Effect of Group Cohesion on Competitive State Anxiety." Journal of Sport and Exercise Psychology 18, no. 1 (March 1996): 64–74. http://dx.doi.org/10.1123/jsep.18.1.64.
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One purpose of this study was to examine the relationship between cohesion and competitive state anxiety (A-state). If a cohesion-competition A-state relationship was obtained, the second purpose was to determine whether the perceived psychological benefits and/or psychological costs of cohesiveness mediate that relationship. In order to examine these issues, a sample of interactive sport-team athletes (N = 110) completed the Group Environment Questionnaire (GEQ; Carron, Widmeyer, & Brawley, 1985) and items related to the perceived psychological benefits and costs of membership in cohesive groups. In addition, athletes completed the Competitive State Anxiety Inventory–2 (CSAI-2; Martens, Burton, Vealey, Bump, & Smith, 1990) prior to competition. Results showed that cohesion was related to A-state responses (p < .004). Specifically, individuals holding higher perceptions of task cohesion reported less cognitive A-state. Results also showed that psychological costs associated with membership on cohesive teams mediates the cohesion–A-state relationship.
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Zhang, Hua, Kun Shi, and Haoxiang Hu. "Does team cohesion always positively influence team innovation? A chain mediation model." Advances in Social Sciences Research Journal 8, no. 6 (June 15, 2021): 106–16. http://dx.doi.org/10.14738/assrj.86.10264.
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This study explores the chain-mediating mechanism between organizational climate and team job crafting on team cohesion and team innovation behavior, based on the input-mediator-outcome-input (IMOI) theory .Using 229 valid samples, the result shows that team cohesion, organizational climate and team job crafting can significantly positively predict team innovation behavior; team job crafting plays an intermediary role between team cohesion and team innovation behavior; organizational climate and team job crafting play a chain mediating role between team cohesion and team innovation behavior. When other factors are taken into account, team cohesion is not always a positive factor in team innovation behavior This research attempted to combine the organizational factors with the mediating mechanism of team job crafting on team innovation behavior, and provide theoretical and practical guidance for the organizations on team innovation.
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Coleman, Jeff Coleman, and Gershon Tenenbaum Tenenbaum. "A Functional Model of Team Leadership for Sport." Studies in Sport Humanities 21 (December 28, 2017): 7–18. http://dx.doi.org/10.5604/01.3001.0011.7036.
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The purpose of this study was to propose and examine a new leadership framework, the Team Leadership Model for Sport. Specifi cally, the aim was to examine a functional leadership paradigm in sport where full range of leadership behaviors by the coach and by the collective athletes infl uence team cohesion, and thereby increase the likelihood of team goal achievement. Data were utilized from 518 NCAA Division I-III athletes from 36 softball teams and 13 baseball teams. The participants completed the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Team Multifactor Leadership Questionnaire (Avolio & Bass, 1996), the Group Environment Questionnaire (Carron, Brawley, & Widmeyer, 1985), and the Team Outcome Questionnaire that was developed for this study. Structural equation modeling indicated that the original hypothesized model did not fi t the data, but an acceptable alternative model was established, which included transformational leadership and two transactional leadership variables infl uencing perceptions of cohesion. Transformational leadership had a signifi cant positive path to cohesion, which in turn had a signifi cant positive path to goal achievement. We discuss a potentially fruitful direction in the examination of team leadership, within which the fi rst step involves a closer examination of measurement of coach leadership, shared athlete leadership, and cohesion. Keywords: transformational, cohesion, shared leadership, baseball, softball
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Aeron, Sapnaa, and Suman Pathak. "Relationship between Team Member Personality and Team Cohesion." Management and Labour Studies 37, no. 3 (August 2012): 267–82. http://dx.doi.org/10.1177/0258042x13484839.
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Gammage, Kimberley L., Albert V. Carron, and Paul A. Estabrooks. "Team Cohesion and Individual Productivity." Small Group Research 32, no. 1 (February 2001): 3–18. http://dx.doi.org/10.1177/104649640103200101.
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Carlson, John R., Dawn S. Carlson, Emily M. Hunter, Randal L. Vaughn, and Joey F. George. "Virtual Team Effectiveness." Journal of Organizational and End User Computing 25, no. 2 (April 2013): 1–18. http://dx.doi.org/10.4018/joeuc.2013040101.
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The work of virtual teams is increasingly important to today’s organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.
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Kim, Youngsook, and Yongse Kim. "The Application of a Team-Building Program for Team Match in the National Archery Team." Korean Journal of Sport Science 33, no. 3 (September 30, 2022): 369–81. http://dx.doi.org/10.24985/kjss.2022.33.3.369.
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PURPOSE This study aimed to apply a team-building program for preparing the national archery team for competition in the Olympics. METHODS To achieve the purpose of this study, six national archers (three men and three women) were included. The team-building program was applied for a total 6 sessions (one session per week). Group cohesion and efficacy were measured three times before, after, and at a later application of the program. The collected data were analyzed with the Friedman and Wilcoxon signed-rank tests, which are nonparametric statistical techniques for data analysis. In addition, an in-depth interview for qualitative data was conducted for each archer to explore the effects and changes resulting from participation in the program. RESULTS The results of the study are as follows: first, the levels of team cohesion and efficacy in the national archery team increased after the implementation of the program compared to those in the pre-implementation state. Furthermore, high levels of team cohesion and efficacy were maintained at the follow-up measurement. Second, the archers recognized that closeness and faith in one another increased more between team members. Furthermore, there were positive changes in team communication, atmosphere, cohesion, and efficacy during team matches. CONCLUSIONS The team-building program applied in this study was found to have a positive effect on various factors related to team cohesion, such as team communication and team atmosphere. Therefore, future studies should consider developing a team-building program that can contribute to improving team sport performance for different sports and the effects of the program should be examined using various methods.
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Carron, Albert V., Michelle M. Colman, Jennifer Wheeler, and Diane Stevens. "Cohesion and Performance in Sport: A Meta Analysis." Journal of Sport and Exercise Psychology 24, no. 2 (June 2002): 168–88. http://dx.doi.org/10.1123/jsep.24.2.168.
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The main purpose of this study was to conduct a meta-analytic summary of the cohesion-performance relationship in sport. A secondary purpose was to examine the influence of a number of potential moderator variables. Another secondary purpose was to examine the cohesion–performance relationship reported in studies using the Group Environment Questionnaire (GEQ). Standard literature searches produced 46 studies containing a total of 164 effect sizes. Overall, a significant moderate to large relationship was found between cohesion and performance. A moderate effect was found in studies that used the GEQ. A larger cohesion–performance effect was found in refereed publications (vs. nonpublished sources) and for female teams. These results have implications for practitioners in terms of the importance of team building to enhance team cohesion, the nature of those team-building programs (e.g., both task- or social-oriented programs should be beneficial), and their target group (e.g., both interdependent and coactive sport teams should profit).
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Kiziloglu, Mehmet. "Impact of organizational power on team cohesion & team effectiveness during COVID-19: a case Turkish healthcare industry." SKYLINE BUSINESS JOURNAL 17, no. 01 (2021): 38–49. http://dx.doi.org/10.37383/sbj170104.
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This research study has been carried out for investigating the impact of organizational power on team effectiveness and team cohesion during Covid-19 in case of Turkish healthcare sector. The research study was carried out on the basis of quantitative research method, based on which primary data was collected from 299 supervisors working in Turkish healthcare sector through questionnaires. The analysis has revealed that there is a significant impact of organizational power on team effectiveness as well as team cohesion. It is the responsibility of leaders and supervisors working in Turkish healthcare sector to use right type of power in order to influence effectiveness and cohesion of teams.
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Yang, Hsi-Hsun, and Yi-Tzu Lin. "How Knowledge Sharing and Cohesion Become Keys to a Successful Graduation Project for Students from Design College." SAGE Open 12, no. 3 (July 2022): 215824402211217. http://dx.doi.org/10.1177/21582440221121785.
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College students’ graduation projects reflect their teamwork abilities. The current research develops a practical framework and causal model of knowledge-sharing behavior, cohesion, and team performance for design college students in Taiwan. Using survey data collected from 115 students who completed their graduation projects in a design college, PLS-SEM was run to test the model. In addition, 11 students who were on teams that won competitions or were shortlisted were interviewed. Results found that knowledge sharing has a significant positive effect on team performance, and cohesion has a significant positive effect on both team performance and knowledge sharing. The students with high cohesion often exhibit knowledge sharing behaviors and excellent team performance. These findings suggest project supervisors should induce knowledge sharing behaviors during the graduation project process in order to enhance student group cohesion.
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Clifton, T. "Group cohesion and intramural football." Journal of Kinesiology & Wellness 1, no. 1 (November 1, 2012): 51–57. http://dx.doi.org/10.56980/jkw.v1i1.41.
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Teams with higher levels of team cohesion more often outperform teams with lower levels of cohesion. The purpose of this study was to compare team cohesion levels between inexperienced and experienced subjects participating in intramural flag football. Null Hypothesis: There was no difference in team cohesion between inexperienced and experienced teams. The population consisted of college males participating in intramural flag football (N=20). Ten were inexperienced (G1IN; n=10) and ten were experienced (G1E; n=10). Skill level varied from no experience through varsity high school football. Two years or less of high school football experience were considered inexperienced. Participants with more than two years of high school football playing experience were considered experienced. The modified questionnaire (Weinberg & Gould, 2007) contained twelve questions formatted to fit a Likert scale. Each group of participants were instructed in the same environment using a script to ensure uniform presentation. Packets were distributed to subjects that included an informed consent waiver, logistics sheet, and questionnaire. Means for both groups (inexperienced and experienced players) were computed. A two-tailed independent t-test was used to assess difference. No differences were found. The null hypothesis was not rejected. Since cohesion was multidimensional, no single factor predicted group cohesion. The amount of competitive experience an individual possessed, past experience in the specific sport, and/or if sports were encouraged in the participant’s household during childhood were other factors of interest in group cohesion predictions.
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Miles, Jeffrey A. "Relationships of Collective Orientation and Cohesion to Team Outcomes." Psychological Reports 86, no. 2 (April 2000): 435–44. http://dx.doi.org/10.2466/pr0.2000.86.2.435.
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The relationships of collective orientation and cohesion to team outcomes were compared for 373 high school students on 12 different types of two-person teams performing simple problems in mathematics. Scores on collective orientation and cohesion were highly correlated with each other and with team outcomes but not statistically distinct from each other.
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Tenenbaum, Gershon, and Jeff Coleman. "A Functional Moodel of Team Leadership for Sport." Studies in Sport Humanities 21 (December 28, 2017): 7–17. http://dx.doi.org/10.5604/01.3001.0012.6526.
Full textAbstract:
The purpose of this study was to propose and examine a new leadership framework, the Team Leadership Model for Sport. Specifically, the aim was to examine a functional leadership paradigm in sport where full range of leadership behaviors by the coach and by the collective athletes influence team cohesion, and thereby increase the likelihood of team goal achievement. Data were utilized from 518 NCAA Division I-III athletes from 36 softball teams and 13 baseball teams. The participants completed the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Team Multifactor Leadership Questionnaire (Avolio & Bass, 1996), the Group Environment Questionnaire (Carron, Brawley, & Widmeyer, 1985), and the Team Outcome Questionnaire that was developed for this study. Structural equation modeling indicated that the original hypothesized model did not fit the data, but an acceptable alternative model was established, which included transformational leadership and two transactional leadership variables influencing perceptions of cohesion. Transformational leadership had a significant positive path to cohesion, which in turn had a significant positive path to goal achievement. We discuss a potentially fruitful direction in the examination of team leadership, within which the first step involves a closer examination of measurement of coach leadership, shared athlete leadership, and cohesion.
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Forrester, William R., and Armen Tashchian. "Characteristics of Work Groups and Their Relationship with Social and Task Cohesion in Student Teams." Psychological Reports 95, no. 1 (August 2004): 207–14. http://dx.doi.org/10.2466/pr0.95.1.207-214.
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Results of an exploratory study of relationships between work-group characteristics and the social and task cohesion of 18 business students engaged in team class projects. Regression analysis of scores on workload sharing, team spirit, task flexibility, and team cohesiveness for scales of the Work Group Characteristics Inventory indicated sharing of the workload was significantly associated with both task and social cohesion; team spirit with task cohesion but not social cohesion; and task flexibility with social cohesion but not task cohesion.
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Manata, Brian. "The Effects of LMX Differentiation on Team Performance: Investigating the Mediating Properties of Cohesion." Journal of Leadership & Organizational Studies 27, no. 2 (April 12, 2019): 180–88. http://dx.doi.org/10.1177/1548051819842792.
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Although conceptualized initially as a dyadic-level theory, scholars have since broadened the theoretical underpinnings of leader–member exchange (LMX) to account for its effects on group-level phenomena. LMX differentiation, for example, captures the extent to which variance in LMX quality within teams affects numerous outcomes (e.g., performance). However, the specific mechanisms by which LMX differentiation affects team-level outcomes remains virtually unknown. In an attempt to address this limitation, this study investigates the extent to which task and social cohesion mediate the effects of LMX differentiation on team performance. Results indicate that the negative effect of LMX differentiation on team performance is mediated by task cohesion but not by social cohesion. In addition, LMX differentiation was found to have a negative effect of social cohesion, which was also mediated by task cohesion. A discussion is offered in which the implications of these results are entertained.
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Copeland, Barry W., and William F. Straub. "Assessment of Team Cohesion: A Russian Approach." Perceptual and Motor Skills 81, no. 2 (October 1995): 443–50. http://dx.doi.org/10.1177/003151259508100217.
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The CS-1/4, a computerized system for assessing cohesion and conflict, was designed by Kalinin and Nilopets for application with Russian Olympic team sports. The instrument combines Symbolic Interaction Theory with sociometry (Task I), assessment of behavior (Task II), and assessment of personality (Tasks III/IV) to examine the behavior of the group from several perspectives. An overview of the system is presented and its practical application for western research in sports is examined. A composite of team members’ ratings on all four tasks is analyzed through a computer algorithm. The analysis results in a 12-page printout of data pertaining to team leadership tendencies, role status, and compatibility and a summary of the team's dominating drives in terms of achievement, independence, and support characteristics. Suggestions for practical and scientific application with teams in western sports are mentioned.
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Hirunyawipada, Tanawat, Audhesh K. Paswan, and Charles Blankson. "Toward the development of new product ideas: asymmetric effects of team cohesion on new product ideation." Journal of Business & Industrial Marketing 30, no. 7 (August 3, 2015): 855–66. http://dx.doi.org/10.1108/jbim-02-2014-0042.
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Purpose – The purpose of this paper is to investigate asymmetric effects of team cohesion and team members’ relational qualification on the creativity of new product ideas. Design/methodology/approach – Structural equation modeling was conducted on survey data collected from 195 new product development practitioners in various US high-technology industries. Findings – The study suggests that creative and potentially successful product ideas include three dimensions – usefulness for customers, and novelty for customers and usefulness for the firms (i.e. enhancement efficiency and effectiveness of companies’ new product development process). By focusing on a relational aspect of new product development teams, the study shows that team task cohesion mediates the relationship between the antecedents (team members’ organizational commitment and social competency) and the three outcome dimensions of a successful product idea (novelty, usefulness to customers and usefulness to the firm). The team members’ interpersonal relationship has no positive association with task cohesion and the desirable qualifications of product ideas. Research limitations/implications – An ideation team’s socially competent members who identify with their organization are likely to be attracted to a given task. This task cohesion, in turn, enhances the creativeness of the development of product ideas. Practical implications – To generate fruitful product ideas using a team approach, companies should make sure that their new product ideation teams achieve a sense of mutual commitment to the given ideation tasks, develop a feeling of belongingness and ownership toward the firms and include members who have good social and interpersonal skills. However, the possession of strong social cohesion is not essential for the teams. Originality/value – This study provides novel insights concerning the relational aspect of product development teams assigned to the initiation phase (front end) of a new product development process.
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Mikuličiūtė, Vita. "KOMANDOS SUTELKTUMO, PASITIKĖJIMO JA, SUVOKTO AŠ IR KOLEKTYVINIO EFEKTYVUMO, PATIRIAMO STRESO IR VEIKLOS EFEKTYVUMO SĄVEIKA KARINĖSE KOMANDOSE." Psichologija 46 (January 1, 2012): 105–22. http://dx.doi.org/10.15388/psichol.2012.46.814.
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Sutelktumas, pasitikėjimas komanda, patiriamas stresas bei suvoktas Aš ir kolektyvinis efektyvumas laikomi svarbiais komandų veiklos efektyvumo veiksniais. Vis dėlto nėra aišku, kokia šių veiksnių tarpusavio sąveikos kryptis ir kokia jų reikšmė prognozuojant karinių komandų veiklos efektyvumą. Apklausus 160 profesinės karo tarnybos karių, kurie priklausė 28 komandoms (skyriams), nustatyta, kad didesnis komandos sutelktumas, pasitikėjimas ja, suvoktas Aš ir kolektyvinis efektyvumas yra susiję su didesniu komandos veiklos efektyvumu. Atlikta kelių analizė parodė, jog komandos sutelktumas ir pasitikėjimas ja numato veiklos efektyvumą per tarpinį kintamąjį – suvoktą kolektyvinį efektyvumą. Suvoktas Aš efektyvumas su komandos veiklos efektyvumu taip pat susijęs ne tiesiogiai, o per suvoktą kolektyvinį efektyvumą.Pagrindiniai žodžiai: karinės komandos, sutelktumas, pasitikėjimas komanda, suvoktas Aš ir kolektyvinis efektyvumas. THE INTERACTION BETWEEN COHESION, TEAM TRUST, PERCEIVED SELF AND COLLECTIVE EFFICACY, STRESS AND PERFORMANCE EFFICACY IN MILITARY TEAMSVita MikuličiūtėSummaryEven though it is usually inferred that team work is associated with positive findings (higher engagement in organizational matters, higher satisfaction with work, better performance results), this is not always true. In some occasions, team work results in poor performance outcomes because of social loafing or interpersonal conflicts. Therefore, it is important to know what psychological factors of the team determine its performance. We indicate that the main factors clearly associated with performance results are team trust, cohesion, stress, perceived self- and collective efficacy. Even though a lot of empirical studies have been made, there is still a lack of information about the interaction between these variables and the way they contribute to performance results. Besides, usually short-term artificially composed teams are under the scope of researchers. That’s why the results do not fully reflect the essence of long-term teams functioning in real-life situations. In respect to the problems mentioned above, we raised the aim of this research: to investigate the interaction between performance results and team trust, cohesion, stress, perceived collective and self-efficacy in military settings. A hypothetical model in which team trust influences cohesion and the collective efficacy acts as a mediating variable between cohesion and performance results was created. The hypothetical model has also stated that self- and collective efficacy are associated with performance results not directly, but through the perceived stress.In this research, 160 military men of professional service took part. Of them 94.4% (151) were males and 3.8% (6) females. The age of the participants ranged from 19 to 37, mean 24.6 years. The participants belonged to 28 teams (military sections) and were selected based on the information about their team functioning. Only the teams in which their members were constantly working together were included in the research. Aggregated results were used in the statistical analysis. For the purpose of the research, three questionnaires were developed: the Military Stress Questionnaire (Cronbach α = 0.92), the Questionnaire of the Perceived Military Collective Efficacy (Cronbach α = 0.93), the Questionnaire of the Perceived Military Self-efficacy (Cronbach α = 0.94). Two scales used in this research were developed by other authors: the Intrateam Trust Scale (DeJong and Elfring, 2010; Cronbach α = 0.88) and The Perceived Cohesion Scale (Bollen and Hoyle, 1990; Cronbach α = 0.85). Team performance results were based on the evaluations of the field training.The results indicate that almost all variables of our research are intercorrelated at a statistically significant level. Performance results positively correlate with the perceived self- and collective efficacy, team trust and team cohesion. No statistically significant correlation was found between stress and performance results. Besides, a high correlation between cohesion and team trust was revealed, which indicates the multicollinearity problem between these two variables. Cohesion and team trust were united, and a hypothetical model was developed using the path analysis. It shows that cohesion and team trust influences performance results not directly: the perceived collective efficacy acts as a mediating variable. Besides, self-efficacy influences the perceived collective efficacy, and the collective efficacy influences the stress level. Several important conclusions from the obtained results could be made. First, a high collective efficacy can diminish military stress and thus act as a protective factor against the formation of PTSD and other psychopathologies. Secondly, the perceived collective efficacy is the only variable that influences the performance results directly. In order to improve the results of the team, it is important to monitor and raise the levels of collective efficacy. Thirdly, cohesion and team trust have important implications not only for the perceived team capabilities, but also for the perceived one’s own capabilities.Key words: military teams, cohesion, team trust, perceived self and collective efficacy.
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Wałach-Biśta, Zuzanna, and Jan Blecharz. "Collective Cohesion and Team Effi cacy in the Preparation Period and Team Performance." Studies in Sport Humanities 27 (December 9, 2020): 7–13. http://dx.doi.org/10.5604/01.3001.0014.6093.
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The aim of the study was to verify to what extent the eff ectiveness of sports teams throughout the season is conditioned by group processes, especially group cohesion and a sense of team effi cacy. Measurements of the analysed group processes were performed before the beginning of the main season, which allowed to obtain an answer to the question as to whether the level of group cohesion and the sense of team effi cacy developed before the start of league games is signifi cantly correlated with the team’s successes throughout the season proper. The study comprised 28 teams from 2 disciplines: basketball and volleyball. Both women and men participated in the study. Group cohesion was evaluated with the Polish version of the Group Environment Questionnaire (Polish adaptation according to Krawczyński, 1995), and the sense of team effi cacy was assessed with the Team Eff ectiveness Questionnaire (Polish version by Wałach-Biśta, 2015). The obtained results of simple regression analysis showed that the sense of team effi cacy is a signifi cant, strong and positive predictor of eff ectiveness on the pitch, both in women’s and men’s teams. Further analyses have indicated that the gender of athletes is a signifi cant moderator of the relationship between group cohesion in the GIS dimension (group social integration) and team performance. Hierarchical regression analysis demonstrated that gender, GIS, and gender interaction with GIS explain 20.2% of the variance regarding the dependent variable: effi ciency; and the overall model is statistically signifi cant (F(3, 24) = 3.28; p < 0.05). On the other hand, correlation analyses showed that in the men’s teams, along with the increase in social group integration, group eff ectiveness also signifi cantly increased (r = 0.436; p < 0.05). In the women’s teams, the correlation turned out to be signifi cant at the level of the statistical tendency, and the relationship between group eff ectiveness and the level of group social integration turned out to be negative and moderately strong (r = -0.432; p < 0.07).
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Ontrup, Greta, and Annette Kluge. "My team makes me think I can (not) do it: team processes influence proactive motivational profiles over time." Team Performance Management: An International Journal 28, no. 1/2 (February 1, 2022): 21–44. http://dx.doi.org/10.1108/tpm-05-2021-0036.
Full textAbstract:
Purpose This study aims to investigate cross-level influences of team cohesion, trust and conflicts on team member’s proactive motivational profiles and outcomes of profile membership over time. Design/methodology/approach Data was collected in a four-month longitudinal field study with 47 teams (N = 202). Findings Latent profile analysis derived four proactive motivational profiles. The higher motivated profiles reported better study outcomes, higher levels of team trust and cohesion and fewer conflicts over time. Team trust and interpersonal conflicts emerged as significant predictors of profile membership. Practical implications Recommendations are derived on how to best manage teams and the members comprising it when trust in teams is low or interpersonal conflicts are high. Originality/value Applying a person-centred approach in a team context advances multi-level theories of team motivation by mapping the cross-level effects of team processes on different kinds of motivational states.