Because project teams in the construction industry shape the primary focus of the industry's project life cycle, a high-performance construction workplace facilitates employees’ technical and innovation skills through team development. Drawing on the current research in general teamwork and leadership, this study, from a theoretical perspective, extends the team condition as a hierarchical construct, incorporating six associated components. This article argues that team building and team development can be studied as ongoing processes that are crucial to project success. In order to reduce the risk of common method variance, the research analysis was completed using 94 construction teams from three different sources, within which team members rated their leader's transformational leadership behavior. The team leaders evaluated the team's conditions, and, lastly, the supervisor of each team rated the team's performance. The model shows that the team condition, which is defined as the factors that contribute to making a great team, has significant direct and indirect impacts on team performance. Furthermore, the transformational leadership behavior of team leaders showed a mediating role between the team condition and the performance.
A high-performance construction workplace invests in its human resources and facilitates their technical and innovation skills through team development. Though team development has been explored in many studies, to date, little research has disentangled how team development and compensation methods enhance team performance in construction companies. Accordingly, team development as a hierarchical, reflective construct, incorporating six associated components was extended and the variables of the model in a nomological network analysed using partial least squares (PLS). As a result, with the help of PLS path modelling, a hierarchical team development construct with the mediating effects of compensation on the relationship between team development and team performance was developed. The research analysis was completed on a sample population of 128 construction design teams and the results lead to the development of a model that shows team development has a significant direct and indirect impact on team performance. The results also confirm the mediating role of group compensation on the relationship between team development and team performance. In general, it is suggested that the design teams achieved better performance when the leaders adapted team compensation methods consistent with the team development practices.
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