Digital technologies are changing the nature of teamwork in ways that have important implications for leadership. Though conceptually rich and multi-disciplinary, much of the burgeoning work on ...technology has not been fully integrated into the leadership literature. To fill this gap, we organize existing work on leadership and technology, outlining four perspectives: (1) technology as context, (2) technology as sociomaterial, (3) technology as creation medium, and (4) technology as teammate. Each technology perspective makes assumptions about how technologies affect teams and the needs for team leadership. Within each perspective, we detail current work on leading teams. This section takes us from virtual teams to new vistas posed by leading online communities, crowds, peer production groups, flash teams, human-robot teams, and human-artificial intelligence teams. We identify 12 leadership implications arising from the ways digital technologies affect organizing. We then leverage our review to identify directions for future leadership research and practice.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
In today's digital age, a variety of agile and lean-oriented formats such as innovation labs (IL) have evolved to conquer new business opportunities. Little is known about ILs from a participants' ...perspective. The literature has a static view of ILs, focuses on the lab phase, and neglects that ILs also require a setup and reintegration phase. This case study draws upon an IL in the financial industry, explores team formation and performance along the IL journey, and draws attention to the reintegration of results. The results indicate that, except for facilitation, resources, and physical space, participants matter. The effectiveness of ILs depends on the dynamic interplay of participants, lab environment, facilitation, and resources. Our research clearly indicates that organizations must manage participants' expectations, facilitate team building, and prepare for reintegration. We encourage scholars to consider the participants' perspective at the heart of ILs.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
3.
Team Composition and the ABCs of Teamwork Bell, Suzanne T.; Brown, Shanique G.; Colaneri, Anthony ...
The American psychologist,
05/2018, Volume:
73, Issue:
4
Journal Article
Peer reviewed
Open access
In teams, some combinations of people work together better than others. A large body of literature with a rich history suggests that the configuration of team member attributes, called team ...composition, has a fundamental influence on teamwork. Team composition shapes the emergence of affective states, behavioral processes, and cognitive states (the ABCs of teamwork), which ultimately affect how teams meet their objectives. The purpose of this article is to describe what is known about team composition and its influence on the ABCs of teamwork. We discuss what team composition is, and why it is important. We then describe key discoveries related to how team composition shapes the ABCs of teamwork. Building on what we know, we outline important directions for future research.
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Although teams are considered to be the building blocks of modern organizational designs and numerous theoretical models, and narrative and meta-analytic reviews of the literature exist, there is a ...lack of coherence, integration, and understanding of how team composition effects relate to important team outcomes. Accordingly we have five primary goals for this article. First, we categorize team composition models into four types and highlight theory and research associated with each one. Second, we offer an integrative framework that represents members’ attributes as simultaneously contributing variance to each of the four model types. Third, we overlay temporal considerations that suggest different team compositional mixes will be more or less salient at different periods of performance episodes or stages of team development. Fourth, we integrate membership dynamics into our model. And fifth, we advance an integrative optimization algorithm that incorporates implications from all for the four previous approaches, as well as temporal dynamics and membership change. In so doing, we provide a synthesis of previous work and theories and outline a research agenda for both research and practice.
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Although there is a growing interest toward the topic of leader humility, extant research has largely failed to consider the underlying mechanisms through which leader humility influences team ...outcomes. In this research, we integrate the emerging literature of leader humility and social information processing theory to theorize how leader humility facilitates the development of collective team psychological capital, leading to higher team task allocation effectiveness and team performance. While Owens and Hekman (2016) suggest that leader humility has homogeneous effects on followers, we propose a potential heterogeneous effect based on the complementarity literature (e.g., Tiedens, Unzueta, & Young, 2007) and the principle of equifinality (leaders may influence team outcomes through multiple pathways; Morgeson, DeRue, & Karam, 2010). In three studies conducted in China, Singapore, and Portugal, including an experiment, a multisource field study, and a three-wave multisource field study, we find support for our hypotheses that leader humility enhances team performance serially through increased team psychological capital and team task allocation effectiveness. We discuss the theoretical implications of our work to the leader humility, psychological capital, and team effectiveness literatures; and offer suggestions for future research.
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Advances in artificial intelligence (AI) promise a future where teams consist of people and intelligent machines, such as robots or virtual agents. In order for human-AI teams (HATs) to succeed, ...human team members will need to be receptive to their new AI counterparts. In this study, we draw on a tripartite model of human newcomer receptivity, which includes three components: reflection, knowledge utilization, and psychological acceptance. We hypothesize that two aspects of social perception—warmth and competence—are critical predictors of human receptivity to a new AI teammate. Study 1 uses a video vignette design in which participants imagine adding one of eight AI teammates to a referent team. Study 2 leverages a Wizard of Oz methodology in laboratory teams. In addition to testing the effects of perceived warmth and competence on receptivity components, Study 2 also explores the influence of receptivity components on perceived HAT viability. Though both studies find that perceived warmth and competence affect receptivity, we find competence is particularly important for knowledge utilization and psychological acceptance. Further, results of Study 2 show that psychological acceptance is positively related to perceived HAT viability. Implications for future research on social perception of AI teammates are discussed.
•Perceived warmth and competence affect three components of receptivity to AI teammates in human-AI teams.•Warmth and competence perceptions similarly shape reflection (teammate willingness to adapt routines and processes).•Relative to warmth, competence has a stronger effect on knowledge utilization (integration of AI's expertise and skills).•Relative to warmth, competence has a stronger effect on psychological acceptance (attitude toward AI as a valued teammate).•Psychological acceptance positively affects perceptions of HAT viability.
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Team trust has often been discussed both as requirement and as challenge for team effectiveness, particularly in virtual teams. However, primary studies on the relationship between trust and team ...effectiveness have provided mixed findings. The current review summarizes existing studies on team trust and team effectiveness based on meta-analytic methodology. In general, we assumed team trust to facilitate coordination and cooperation in teams, and therefore to be positively related with team effectiveness. Moreover, team virtuality and documentation of interactions were considered as moderators of this relationship because they should affect perceived risks during teamwork. While team virtuality should increase, documentation of interaction should decrease the relationship between team trust and team effectiveness. Findings from 52 studies with 54 independent samples (representing 12,615 individuals in 1,850 teams) confirmed our assumptions. In addition to the positive overall relationship between team trust and team effectiveness criteria (ρ = .33), the relationship between team trust and team performance was stronger in virtual teams (ρ = .33) as compared to face-to-face teams (ρ = .22), and weaker when team interactions were documented (ρ = .20) as compared to no such documentation (ρ = .29). Thus, documenting team interactions seems to be a viable complement to trust-building activities, particularly in virtual teams.
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Organizations utilize virtual teams to gather experts who collaborate online to accomplish organizational tasks. The virtual nature of these teams creates challenges to effective collaboration and ...team outcomes. This research addresses the social effects of knowledge sharing on virtual teams. We propose a conceptual model which hypothesizes a relationship between knowledge sharing, trust, collaboration, and team effectiveness in virtual team settings. The findings suggest that knowledge sharing positively influences trust and collaboration among virtual team members. The findings also suggest that while trust positively influences virtual team collaboration, it does not have a significant direct effect on team effectiveness.
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A growing number of studies have examined the "sharedness" of leadership processes in teams (i.e., shared leadership, collective leadership, and distributed leadership). We meta-analytically ...cumulated 42 independent samples of shared leadership and examined its relationship to team effectiveness. Our findings reveal an overall positive relationship (ρ = .34). But perhaps more important, what is actually shared among members appears to matter with regard to team effectiveness. That is, shared traditional forms of leadership (e.g., initiating structure and consideration) show a lower relationship (ρ = .18) than either shared new-genre leadership (e.g., charismatic and transformational leadership; ρ = .34) or cumulative, overall shared leadership (ρ = .35). In addition, shared leadership tends to be more strongly related to team attitudinal outcomes and behavioral processes and emergent team states, compared with team performance. Moreover, the effects of shared leadership are stronger when the work of team members is more complex. Our findings further suggest that the referent used in measuring shared leadership does not influence its relationship with team effectiveness and that compared with vertical leadership, shared leadership shows unique effects in relation to team performance. In total, our study not only cumulates extant research on shared leadership but also provides directions for future research to move forward in the study of plural forms of leadership.
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This paper shows how mesolevel structures support effective coordination in temporary groups. Prior research on coordination in temporary groups describes how roles encode individual responsibilities ...so that coordination between relative strangers is possible. We extend this research by introducing key tenets from team effectiveness research to theorize when role-based coordination might be more or less effective. We develop these ideas in a multimethod study of a hospital emergency department (ED) redesign. Before the redesign, people coordinated in ad hoc groupings, which provided flexibility because any nurse could work with any doctor, but these groupings were limited in effectiveness because people were not accountable to each other for progress, did not have shared understanding of their work, and faced interpersonal risks when reaching out to other roles. The redesign introduced new mesolevel structures that bounded a set of roles (rather than a set of specific individuals, as in a team) and gave them collective responsibility for a whole task. We conceptualized the mesolevel structures as team scaffolds and found that they embodied the logic of both role and team structures. The team scaffolds enabled small-group interactions to take the form of an actual team process with team-level prioritizing, updating, and helping, based on newfound accountability, overlapping representations of work, and belonging—despite the lack of stable team composition. Quantitative data revealed changes to the coordination patterns in the ED (captured through a two-mode network) after the team scaffolds were implemented and showed a 40% improvement in patient throughput time.
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