Is there a “Big Five” in Teamwork? Salas, Eduardo; Sims, Dana E.; Burke, C. Shawn
Small group research,
10/2005, Letnik:
36, Številka:
5
Journal Article
Recenzirano
The study of teamwork has been fragmented through the years, and the findings are generally unable to be used practically. This article argues that it is possible to boil down what researchers know ...about teamwork into five core components that the authors submit as the “Big Five” in teamwork. The core components of teamwork include team leadership, mutual performance monitoring, backup behavior, adaptability, and team orientation. Furthermore, the authors examine how these core components require supporting coordinating mechanisms (e.g., shared mental modes, closed-loop communication, and mutual trust) and vary in their importance during the life of the team and the team task. Finally, the authors submit a set of propositions for future research.
Develop Your Teamwork SkillsTeamwork allows us to engage in important work, and teams hold immense power. Those on teams share perspectives, brainstorm ideas, and produce results beyond what’s ...possible alone. With organizations relying increasingly on teams to deliver impact, teamwork skills are needed more than ever.Part of the ATD Soft Skills Series, Teamwork in Talent Development is for talent development professionals who serve as team leaders or team members and wish to improve their collaboration abilities, build successful teams, and maximize their team performance for solving business problems, meeting learning needs, promoting culture change, and more.In this book, you will learn what teamwork means, why teams and teamwork skills matter, and how to overcome common challenges related to teaming. Organization development expert Thane Bellomo introduces a model for how you can form teams and develop your teamwork skills. It starts with framing the work around clear and important goals. This positions you and the team to encourage curiosity and build trust while you embrace conflict and engage in (healthy) conflict. Included are detailed takeaways and advice for applying the concepts.Other books in the series:Emotional Intelligence in Talent DevelopmentAdaptability in Talent DevelopmentCreativity in Talent DevelopmentInfluence in Talent Development
Using cross-cultural laboratory and field studies with samples of leaders, employees, and students from the United States and the People's Republic of China, we examined how team-level stimuli, ...including empowering leadership and relationship conflict, combine to influence individual members' motivational states of psychological empowerment and affective commitment. As predicted, we found that these motivational states are individually and jointly influenced by teams' level of empowering leadership and relationship conflict and that these motivational states mediate the relationships between team stimuli and team members' innovative and teamwork behaviors and turnover intentions. In addition, results held despite controlling for team members' nationality and collectivism. We discuss contributions of our study to the team motivation, conflict, and stress literatures.
The Ultimate Sales Framework for Achieving Business SuccessSales enablement is no longer the new kid on the block. Having grown rapidly in recent years, it’s now considered a best practice at many ...sales organizations. But there’s little alignment across the sales profession on what sales enablement is or how to achieve it, nor is there a formalized strategy on what a sales enablement practice is or requires.In his new book The Building Blocks of Sales Enablement, sales enablement expert Mike Kunkle addresses these issues and presents a proven approach that both supports sales talent and achieves true business results. Kunkle lays out an easy-to-follow structure through the concept of building blocks, interconnected by systems thinking and supported by a consistent cadence of training, coaching, and content. Comprehensive and versatile, this book is for senior sales leaders and sales enablement leaders who are starting or evolving a sales enablement function as well as for struggling sales practitioners to use as a diagnostic tool and road map. Chapters detail how to use each building block, with reflective questions and guidance for creating your own analysis and tools. The book also includes a chapter on sales onboarding, separate chapters on how to integrate communication and support services, and recommended resources. Impactful sales enablement projects are basically change management initiatives in disguise. Use the building blocks framework to navigate challenges, measure successes, and determine a path forward to improving business outcomes.
Building on self-determination theory, we theorized about and demonstrated, through 2 multilevel field studies, the pivotal role of harmonious passion in translating organizational autonomy support ...and individual autonomy orientation into job creativity. Results based on 3-level data from 856 members in 111 teams within 23 work units of a porous metal company (Study 1) and from 525 employees in 98 teams of 18 branches of a large commercial bank (Study 2) revealed 2 major findings. First, organizational autonomy support from a higher organizational level (unit or branch) compensated for the effect of autonomy support from a lower organizational level (team) or individual autonomy orientation on employees' harmonious passion. Second, harmonious passion mediated the interactive effects of unit (branch) autonomy support and team member autonomy orientation, of team autonomy support and team member autonomy orientation, and of unit (branch) autonomy support and team autonomy support on individual creativity. We discuss the theoretical and practical implications of these findings in the organizational context.
Drawing on sociological conceptions of interaction, small groups, and group cultures, we argue that organizational studies benefits from a meso-analysis of everyday life. Small group cultures are a ...means through which colleagues and co-workers share embedded and powerful self-referential meanings that shape ongoing organizational activity. Through this perspective we argue for a group-level approach to organizations that emphasizes the local production of knowledge and structure. Drawing upon ethnographic research on field offices of the US National Weather Service, we emphasize the importance of shared awareness and memory, performance, and differentiation, building on a vibrant group culture in which workers collaborate and challenge each other. In conclusion we examine connections and differences among the group culture approach, and related approaches that emphasize inhabited institutions, institutional logics, institutional work, and organizational culture.
The Change Laboratory is a method for formative intervention in work communities that supports this kind of organizational learning. It is a path breaker in the area of work place learning due to its ...strong theoretical and research basis and the way that it integrates the change of organizational practices and individuals' learning. It provides a way to develop practitioners' transformative agency and capacity for creating and implementing new conceptual and practical tools for mastering their joint activity.
Theory of shared leadership has suggested that this informal source of team leadership is highly dynamic and changes over time. We draw on this assumption and provide new insights about the nature of ...short‐term changes in shared leadership. Additionally, we advance the nomological network of shared leadership by examining the within‐team relations of day‐level shared leadership with cohesion, team work engagement, and goal attainment. To study these dynamics and short‐term relationships, we conducted a daily‐diary study. We collected daily measures from 53 teams with 187 team members resulting in 725 person‐days and 207 team‐days. Bayesian multilevel modelling supported our hypotheses as daily shared leadership was linked to daily cohesion, team work engagement, and goal attainment. The findings contribute to the understanding of within‐team associations of shared leadership and add to the understanding about the dynamic nature of this team state. Limitations and directions for further research are then discussed.
Practitioner points
Team’s daily shared leadership behaviour is related to day‐level team work engagement.
Teams can improve their day‐level collaboration by engaging in shared leadership.
Daily shared leadership facilitates daily progress in attaining team goals.
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