Parallel Worlds: Repeated Initializations of the Same Team to Improve Team Viability

2020 ◽  
Vol 4 (CSCW1) ◽  
pp. 1-22
Author(s):  
Mark E. Whiting ◽  
Irena Gao ◽  
Michelle Xing ◽  
N'godjigui Junior Diarrassouba ◽  
Tonya Nguyen ◽  
...  
Keyword(s):  
Team Viability

scholarly journals Transformational Leadership Versus Shared Leadership for Team Effectiveness

2021 ◽  
Author(s):  
Thi Bich Hanh Tran ◽  
Anh Dung Vu
Keyword(s):  
Transformational Leadership ◽  
Team Performance ◽  
Shared Leadership ◽  
Team Effectiveness ◽  
Mediating Role ◽  
Performance Quality ◽  
Team Viability ◽  
Team Experience

This study aims at investigating the effect of transformational leadership and shared leadership on dimensions of team effectiveness and the mediating role of teamwork orientation. The data were collected from members of working teams in companies of different fields in Vietnam. The results show that both transformational leadership and shared leadership are significantly associated to team effectiveness including team performance, quality of team experience, and team viability. The effects of transformational leadership are more robust compared to those of shared leadership while both leadership styles are dramatically relevant to team viability. In addition, teamwork orientation serves as a significant partial mediator in the relationship between transformational leadership, shared leadership, and dimensions of team effectiveness. The study is an early research in evaluating the effect of transformational leadership and shared leadership on three dimensions of team effectiveness, namely team performance, quality of team experience, and team viability. It is also the very first to explore the mediating role of teamwork orientation in the effect of leadership approaches on components of team effectiveness. The study offers interesting empirical evidence of an under-researched Asian emerging economy – Vietnam – so providing practical implications for companies in Vietnamese context in particular and similar Asian economies.

Team Viability Scale

2010 ◽  
Author(s):  
Christian J. Resick ◽  
Marcus W. Dickson ◽  
Jacqueline K. Mitchelson ◽  
Leslie K. Allison ◽  
Malissa A. Clark
Keyword(s):  
Team Viability

Team viability for long-term and ongoing organizational teams

2011 ◽  
Vol 1 (4) ◽  
pp. 275-292 ◽  
Author(s):  
Suzanne T. Bell ◽  
Brian J. Marentette
Keyword(s):  
Team Viability ◽  
Organizational Teams

scholarly journals Interprofessional Role Clarity, Case-Based Learning, and Perceptions of Group Effectiveness Among Athletic Training and Physical Therapy Students in a Shared Professional Course

2019 ◽  
Author(s):  
Katie Sniffen ◽  
Erick Briggs ◽  
Leslie Hinyard ◽  
Anthony Breitbach
Keyword(s):  
Physical Therapy ◽  
Athletic Training ◽  
Health Professions ◽  
Learning Activities ◽  
Role Clarity ◽  
Group Effectiveness ◽  
Team Viability ◽  
Post Test ◽  
Case Based Learning ◽  
Case Based

Purpose: Health professions students experience professional socialization during their program of study. Institutions have turned to interprofessional education as a means of preparing students for their role as collaborative health care professionals. This study examines the effect of case-based learning experiences in a shared professional Therapeutic Modalities course on student’s interprofessional role clarity as well as the relationship between interprofessional role clarity and measure of group effectiveness. Methods: 112 students (22 Athletic Training and 90 Physical Therapy) were assigned to one of 18 interprofessional and 18 uniprofessional teams and asked to complete four case-based learning activities. All students completed pre-test, retrospective pre-test, and post-test role clarity/ambiguity scales. Measures of team viability, team member satisfaction, and self-rated output were collected post-intervention. Results: Results suggest the experience of interacting with one another in this course, including during case-based learning activities, may lead to increased knowledge of other’s roles and responsibilities as shown in the retrospective pre-test and post-test role clarity differences. Additionally, role clarity has meaningful relationships with measures of perceived group effectiveness, particularly team viability and self-rated output. Conclusion: We suggest that health professions educators consider incorporating case-based learning activities into existing curricula to introduce other professions’ roles and engage students in teamwork.

Multilevel influences of team viability perceptions

2015 ◽  
Vol 21 (1/2) ◽  
pp. 19-36 ◽  
Author(s):  
Patrícia Lopes Costa ◽  
Ana Margarida Passos ◽  
M. Clara Barata
Keyword(s):  
Multilevel Analysis ◽  
Positive Emotions ◽  
Work Groups ◽  
Team Work ◽  
Positive Interactions ◽  
Content Type ◽  
Team Members ◽  
Team Viability ◽  
Affective Experiences ◽  
Collective States

Purpose – The purpose of this article was to examine how individual positive emotions and team work engagement (TWE) relate to the perceptions of team viability. Design/methodology/approach – A total of 254 teams (N = 1,154 individuals) participated in this study, and a multilevel analysis was conducted of the effects of individual and team-level factors. Findings – The multilevel analysis results suggest a partial compensatory effect. High levels of individual positive emotions and high TWE are associated with a positive effect on the perceptions of team viability. Simultaneously, being part of a highly engaged team has a protective effect on perceptions of team viability, when individuals experience low levels of positive emotions. Research limitations/implications – As the study was conducted with teams involved in a management simulation, generalizing the results to “real world” teams must be done with caution. Practical implications – Nonetheless, these findings have important implications for managers of work groups. They highlight the need to consider collective states of work groups as relevant for their effectiveness, and suggest that promoting positive interactions between team members may result in gains in team viability perceptions, mostly when individual emotions are less positive. Originality/value – We consider both individual and collective affective experiences at work, and focus on a less studied outcome, team viability. Additionally, we empirically demonstrate the relevance of collective states of teams for team members’ individual perceptions, as a top-down influence mechanism.

scholarly journals A Neural Network Model for Team Viability

2017 ◽  
pp. 560-573
Author(s):  
Isabel Dórdio Dimas ◽  
Humberto Rocha ◽  
Teresa Rebelo ◽  
Paulo Renato Lourenço
Keyword(s):  
Neural Network ◽  
Network Model ◽  
Neural Network Model ◽  
Team Viability

scholarly journals The Effects of Extra-Team Goal Disclosure on Team Performance, Viability, and Satisfaction

2021 ◽  
Vol 11 ◽  
Author(s):  
Esther Sackett ◽  
Gráinne M. Fitzsimons
Keyword(s):  
Laboratory Experiment ◽  
Team Performance ◽  
Team Member ◽  
Team Members ◽  
Team Outcomes ◽  
Positive Effects ◽  
Team Research ◽  
Team Satisfaction ◽  
Team Viability ◽  
Different Types

In addition to the team’s shared goals, team members also often hold goals unrelated to the team. Research about such goals, which we call “extra-team goals” (ETGs), has been limited. In the current research, we examine how awareness of a team member’s ETGs affects team outcomes. A laboratory experiment examines the effects of disclosure of different types of ETGs by one team member (target) on team performance, team viability, and team satisfaction while engaging in a brainstorming task. Our findings suggest that there are significant positive effects of ETG disclosure on team performance, team viability, and team satisfaction, and that these effects are mediated by perceptions of the target’s commitment to the team’s goal.

Role of team transformational leadership and workplace spirituality in facilitating team viability: an optimal distinctiveness of identities’ theory-based perspective

2019 ◽  
Vol 51 (2) ◽  
pp. 64-84 ◽  
Author(s):  
Nandan Prabhu K.P. ◽  
Lewlyn Rodrigus L.R. ◽  
Ramana Kumar K.P.V. ◽  
Yogesh P. Pai
Keyword(s):  
Transformational Leadership ◽  
Workplace Spirituality ◽  
Interactive Effects ◽  
Cross Sectional ◽  
Content Type ◽  
Team Members ◽  
Team Viability ◽  
Optimal Distinctiveness ◽  
The Relationship

Purpose The purpose of this paper is to investigate the moderating role of workplace spirituality (WS) in the relationship between team transformational leadership (TTL) and team viability (TV) under the theoretical lens of the theory of optimal distinctiveness of identities. Design/methodology/approach This study adopted quantitative, cross-sectional research design at the team level of analysis among 141 software development project teams that belonged to 22 information technology (IT) organizations in the Indian IT sector to evaluate the effect of TTL behavior on TV under the conditional presence of WS. Findings This research has found empirical evidence to show that TTL is positively associated with TV or the team members’ desire to be a part of future performance episodes of their team. However, this research has shown that the relative effect of WS on the relationship between TTL and TV is weaker in those teams that experience higher levels of WS than those teams that experience lower levels of WS. Originality/value This research’s originality exists in its team-level conceptualization of WS, a gap in prior research addressed by this paper, in order to evaluate the interactive effects of team-level conceptualizations of transformational leadership and WS on TV. Further, this paper’s originality stems from the explanation of TV as the result of desirable balance between team members’ needs for within-team inclusion and within-team differentiation.

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