Teams, teamwork, and team effectiveness: Implications for human systems integration.

Kozlowski, Steve W. J.; Grand, James A.; Baard, Samantha K.; Pearce, Marina

doi:10.1037/14528-034

Cited by 35 publications

(21 citation statements)

References 72 publications

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“…This means that the experience of positive social climate within the team is improved when team members are emotionally committed to the team and such commitment is generated by the transformational style of their leaders. This result corroborates the idea that affective aspects such as quality of group experience are strongly affected by affective/motivational team processes and states as it is the case of affective team commitment (Kozlowski, Grand, Baard, & Pearce, 2015). This effect is especially relevant when the latter is shaped by transformational leadership.…”

Section: Discussionsupporting

confidence: 85%

Transformational Leadership and Team Effectiveness: The Mediating Role of Affective Team Commitment

Paolucci

Dimas

Zappalà

et al. 2018

Revista De Psicología Del Trabajo Y De Las Organizaciones

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In the present day, organizations worldwide tend to structure their work around teams and workgroups 1 to perform more rapidly, flexibly, and adaptively (Kozlowski & Ilgen, 2006). The various applications of teams in organizations have led to an approach that emphasizes their nature as finalized systems and the emergence of a new focus dedicated to this issue: effectiveness (Mathieu, Maynard, Rapp, & Gilson, 2008). Because the effectiveness of teams matters for individual, organizational, and societal well-being, it is essential to study processes to promote it (Kozlowski & Ilgen, 2006). According to Bass (1999), changes in the marketplace and in the workforce led to a need to adopt a transformational leadership style. These leaders foster followers in going beyond immediate selfinterests, elevating their maturity as well as showing concern for achievement, self-actualization, and well-being of subordinates (Bass, h t t p : / / j o u r n a l s. c o p m a d r i d. o rg / j wo p

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Section: Discussionsupporting

confidence: 85%

Transformational Leadership and Team Effectiveness: The Mediating Role of Affective Team Commitment

Paolucci

Dimas

Zappalà

et al. 2018

Revista De Psicología Del Trabajo Y De Las Organizaciones

View full text Add to dashboard Cite

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“…In this context, they specifically labeled such issues as one of the important themes for future research on teams. More recently, Kozlowski et al (2015) noted the criticality of understanding how workflow within teams, interacts with technology to influence cognition and behavior. They highlight the need for more research on team design and, included in this, is a need for research that examines how technologies can help or hinder numerous factors related to team cognitive factors (e.g., information sharing and distribution).…”

Section: Cognition Technology and Teamsmentioning

confidence: 99%

“…In the more general study of teams, there have been discussions of teams and their relation to technology. For example, when viewing teams as a human-technology system ( Kozlowski et al, 2015 ), researchers describe how the technological sub-system is an important component to understanding the kinds of emergent processes typically related to team effectiveness (e.g., cohesion or collective efficacy). Others have noted how the technology, itself, can shape communicative and coordinative interactions and, thus, substantially influence team process ( Bell and Kozlowski, 2012 ).…”

Section: Introductionmentioning

confidence: 99%

Technology as Teammate: Examining the Role of External Cognition in Support of Team Cognitive Processes

2016

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In this paper we advance team theory by describing how cognition occurs across the distribution of members and the artifacts and technology that support their efforts. We draw from complementary theorizing coming out of cognitive engineering and cognitive science that views forms of cognition as external and extended and integrate this with theorizing on macrocognition in teams. Two frameworks are described that provide the groundwork for advancing theory and aid in the development of more precise measures for understanding team cognition via focus on artifacts and the technologies supporting their development and use. This includes distinctions between teamwork and taskwork and the notion of general and specific competencies from the organizational sciences along with the concepts of oﬄoading and scaffolding from the cognitive sciences. This paper contributes to the team cognition literature along multiple lines. First, it aids theory development by synthesizing a broad set of perspectives on the varied forms of cognition emerging in complex collaborative contexts. Second, it supports research by providing diagnostic guidelines to study how artifacts are related to team cognition. Finally, it supports information systems designers by more precisely describing how to conceptualize team-supporting technology and artifacts. As such, it provides a means to more richly understand process and performance as it occurs within sociotechnical systems. Our overarching objective is to show how team cognition can both be more clearly conceptualized and more precisely measured by integrating theory from cognitive engineering and the cognitive and organizational sciences.

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“…At the team level, teams are viewed as being multilevel systems in that they operate at two levels (individual, team), while also being embedded in a larger organizational system [16]. This perspective has been supported by the literature in looking at teams, team effectiveness, workflow interdependence, and virtuality [26], while others identified teams as being multilevel and dynamic [27].…”

Section: Mts Team Effectivenessmentioning

confidence: 96%

A New Multiteam System (MTS) Effectiveness Model

Turner

Baker

Ali

et al. 2020

Systems

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Team effectiveness models in the literature are primarily concentrated on traditional teams, with few involving the multiteam system (MTS) level of analysis in the model. Teams achieve their goals by managing both teamwork (e.g., interpersonal, effective, motivational, cognitive) and taskwork (e.g., strategy, goal setting, project management) activities. When MTSs are involved, multiple teams manage their own teamwork and taskwork activities, while leadership must be in place to coordinate these activities within and between teams in order to achieve the organization’s goal (the MTS’s goal). This research study conducted a systematic review of current team effectiveness frameworks and models. A narrative-based method for theorizing was utilized to develop a new MTS team effectiveness framework. This research contributes to the MTS literature by providing a new formula for team effectiveness at both the team level (team effectiveness formula) and the MTS level (MTS team effectiveness formula). This research aids managers, practitioners, and researchers by providing a tool that accounts for all levels and temporal processes.

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Teams, teamwork, and team effectiveness: Implications for human systems integration.

Cited by 35 publications

References 72 publications

Transformational Leadership and Team Effectiveness: The Mediating Role of Affective Team Commitment

Transformational Leadership and Team Effectiveness: The Mediating Role of Affective Team Commitment

Technology as Teammate: Examining the Role of External Cognition in Support of Team Cognitive Processes

A New Multiteam System (MTS) Effectiveness Model

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