Abstract: This paper highlights skills that a leader needs to acquire to lead a team successfully. With an appropriate vision and strategy, a team can be inspired, influenced and easily led. The importance of setting codes of conduct and establishing mutual agreements between the team members can help in minimizing issues and improving overall productivity. Leadership skills include the power of questioning (PoQ), effective communication, identification of team member responsibilities, and assessment of self and the team. This paper will highlight the impact of good leadership on work progress and overall team performance. The paper explains how leaders make correct decisions by avoiding hasty actions that could generate new errors, mistakes, and issues. The importance of positive expectations for the team is addressed in this paper that could result in efficient control of the work with better outcomes.
Abstract: Organizations are increasingly relying upon teamwork; however, little is known about the best fit among incentive system, team composition, and group performance. To further explore this issue this study examines whether the congruence between incentive system and locus of control (LoC) affects team performance. To reconcile opposite lines of argument in literature regarding the best incentive system for a team, this paper uses the social identity perspective and person-environment (P-E) fit theory to understand behavior in a group process. A laboratory experiment with postgraduate students is conducted to test the hypotheses. One hundred and five accounting students were assigned to three-person work groups, where they completed an independent task under one of two types of incentive—individual and group incentive systems—after their LoC was measured. The findings confirm the hypothesis. Group incentive results in an enhanced team performance. Team performance is better when there is congruence between incentive system and LoC. Group incentive system combined with external LoC results in the best performance, while individual incentive system results in a better team performance when combined with internal LoC. The result suggests that a cooperative process enables ‘ordinary people’ to obtain extraordinary results.
Abstract: Team efficacy beliefs show promise in enhancing
team performance. Using a model-based quantitative research design,
we investigated the antecedents and performance consequences of
generalized team efficacy (potency) in a sample of 56 capital projects
executed by 15 Fortune 500 companies in the process industries.
Empirical analysis of our field survey identified that generalized
team efficacy beliefs were positively associated with an objective
measure of project cost performance. Regression analysis revealed
that team competence, empowering leadership, and performance
feedback all predicted generalized team efficacy beliefs. Tests of
mediation revealed that generalized team efficacy fully mediated
between these three inputs and project cost performance.
Abstract: In a complex project environment, project teams face
multi-dimensional communication problems that can ultimately lead
to project breakdown. Team Performance varies in Face-to-Face
(FTF) environment versus groups working remotely in a computermediated
communication (CMC) environment. A brief review of the
Input_Process_Output model suggested by James E. Driskell, Paul H.
Radtke and Eduardo Salas in “Virtual Teams: Effects of
Technological Mediation on Team Performance (2003)", has been
done to develop the basis of this research. This model theoretically
analyzes the effects of technological mediation on team processes,
such as, cohesiveness, status and authority relations, counternormative
behavior and communication. An empirical study
described in this paper has been undertaken to test the
“cohesiveness" of diverse project teams in a multi-national
organization. This study uses both quantitative and qualitative
techniques for data gathering and analysis. These techniques include
interviews, questionnaires for data collection and graphical data
representation for analyzing the collected data. Computer-mediated
technology may impact team performance because of difference in
cohesiveness among teams and this difference may be moderated by
factors, such as, the type of communication environment, the type of
task and the temporal context of the team. Based on the reviewed
model, sets of hypotheses are devised and tested. This research,
reports on a study that compared team cohesiveness among virtual
teams using CMC and non-CMC communication mediums. The
findings suggest that CMC can help virtual teams increase team
cohesiveness among their members, making CMC an effective
medium for increasing productivity and team performance.