My team makes me think I can (not) do it: team processes influence proactive motivational profiles over time

Abstract

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.

Can organization team culture benchmark effective teams – performance management concerns, insights and HR implications

“…Both large and small companies delegate responsibilities such as projects, budgets, operations, distribution, maintenance or important business work to work teams in order to keep up with competitors and meet customer demands. Numerous studies report the positive relationship between team-based working and the quality of products and services offered by an organization (Gibson et al, 2007;Ervin, 2021;Gonzalez, 2021;Karia and Mahmoud Saleh, 2022;Ontrup and Kluge, 2022;K erivel et al, 2022). Employees working in effective teams help increase productivity, employee involvement and contribution, while reducing costs and flattening organizational structure (Adams, 2003;Gonzalez, 2021;Leifels and Bowen, 2021;Peeters et al, 2022).…”

“…Team working has become the dominant norm in contemporary organizations but teams do not always act in an optimum way, and sometimes fail to achieve the high performance expected of them (Castka et al, 2004;Che Ibrahim et al, 2016;Gonzalez, 2021;Ontrup and Kluge, 2022). Pina et al (2008) in their review of team effectiveness (TE) stated that understanding effectiveness is a key issue in team research.…”

“…Numerous studies report the positive relationship between team-based working and the quality of products and services offered by an organization (Gibson et al. , 2007; Ervin, 2021; Gonzalez, 2021; Karia and Mahmoud Saleh, 2022; Ontrup and Kluge, 2022; Kérivel et al. , 2022).…”