The emergence of team resilience: A multilevel conceptual model of facilitating factors

Abstract

With empirical research on team resilience on the rise, there is a need for an integrative conceptual model that delineates the essential elements of this concept and offers a heuristic for the integration of findings across studies. To address this need, we propose a multilevel model of team resilience that originates in the resources of individual team members and emerges as a team-level construct through dynamic person-situation interactions that are triggered by adverse events. In so doing, we define team resilience as an emergent outcome characterized by the trajectory of a team's functioning, following adversity exposure, as one that is largely unaffected or returns to normal levels after some degree of deterioration in functioning. This conceptual model offers a departure point for future work on team resilience and reinforces the need to incorporate inputs and process mechanisms inherent within dynamic interactions among individual members of a team. Of particular, importance is the examination of these inputs, process mechanisms and emergent states, and outcomes over time, and in the context of task demands, objectives, and adverse events. Practitioner pointsTeam resilience as a dynamic, multilevel phenomenon requires clarity on the individual-and team-level factors that foster its emergence within occupational and organizational settings. An understanding of the nature (e.g., timing, chronicity) of adverse events is key to studying and intervening to foster team resilience within occupational and organizational settings.

Psychological characteristics in women football players: Skills, mental toughness, and anxiety

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A multilevel review of stressor research in teams

“…Although it appears reasonable to investigate the evolution of stressors (on both levels) from such a perspective, we believe that drawing upon and more thoroughly integrating knowledge from research on team diversity (for reviews, please refer to Bell, Villado, Lukasik, Belau, & Briggs, ; van Dijk, van Engen, & van Knippenberg, ) and team faultlines (for reviews, please refer to Meyer, Glenz, Antino, Rico, & González‐Romá, ; Thatcher & Patel, ) constitutes a promising avenue for future research. There is a trend in organizational behavior literature to investigate the emergence of collective properties, such as passion (Cardon, Post, & Forster, ), resilience (Gucciardi et al, ), and engagement (Costa, Passos, & Bakker, ), and initial attempts have also been made to consider how similarities (vs. dissimilarities) among team members are related to the convergence (vs. divergence) of perceptions at the team level (Torrente, Salanova, & Llorens, ). However, the research on team stressors to date has insufficiently considered the roles that homogeneity (vs. heterogeneity) and the formation of subgroups play in the collective perceptions of such stressors.…”

An Overview on the Team Interaction Process

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