Journal•ISSN: 1352-7592
Team Performance Management
Emerald Publishing Limited
About: Team Performance Management is an academic journal published by Emerald Publishing Limited. The journal publishes majorly in the area(s): Team effectiveness & Teamwork. It has an ISSN identifier of 1352-7592. Over the lifetime, 636 publications have been published receiving 14136 citations.
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TL;DR: In this article, a modified view of leadership is proposed that may be more appropriate in team-based structures and characteristics of successful leaders are identified, given current developments in organizations, a call for change is presented in the context of teams and team leadership.
Abstract: Organizations have changed over the past several decades with regard to the structuring of work methods and processes. Moving away from the traditional hierarchical design, most organizations are developing flatter, leaner structures that support a more empowered, team‐based workforce. The nature of leadership has also changed significantly over time. Building on the body of work that has been done to understand leadership, the current paper explores the various theories of leadership and how these theories have changed over time. Starting with a review of work done on leadership, the trends and changes over time are discussed. In addition, characteristics of successful leaders are identified. Given current developments in organizations, a call for change is presented in the context of teams and team leadership. A modified view of leadership is proposed that may be more appropriate in team‐based structures.
316 citations
TL;DR: Identifying and applying appropriate team building strategies for a virtual environment will not only enhance organizational effectiveness but will also impact positively on the quality of working life for virtual team members.
Abstract: Organizations are increasing their reliance on virtual relationships in structuring operations for a global environment. Like all teams, virtual teams require a solid foundation of mutual trust and collaboration, if they are to function effectively. Identifying and applying appropriate team building strategies for a virtual environment will not only enhance organizational effectiveness but will also impact positively on the quality of working life for virtual team members.
287 citations
TL;DR: In this article, the authors look at how the depth of relationships, trust, and shared understandings among the team members feed into a team's collaborative ability, based on a thorough review of the literature.
Abstract: Purpose – Virtual teams are comprised of members who are located in more than one physical location. This team trait has fostered extensive use of a variety of forms of computer‐mediated communication that enable geographically dispersed members to coordinate their individual efforts and inputs. Perhaps even more important, however, is the reality that virtual teams need to effectively collaborate to harness their full performance capabilities in order to compete in the highly competitive environments of contemporary organizations. This paper seeks to address the topic of virtual team collaboration from a “back door” perspective by identifying conditions that need to be present in order for it to effectively occur.Design/methodology/approach – This paper looks at how the depth of relationships, trust, and shared understandings among the team members feed into a team's collaborative ability, based on a thorough review of the literature. It also examines the interrelationships among these factors while sugg...
231 citations
TL;DR: Results supported the predicted superiority of the face‐to‐face setting over the videoconferencing setting with regard to team productivity and indicated that a communication medium characterized as high in both “media richness” and “social presence” can engender a greater sense of interaction quality.
Abstract: Looks at new communications technologies, such as videoconferencing systems, which have enabled the creation of “virtual organizations” and “virtual teams”. Investigates the hypotheses that both “social presence” and “media richness” associated with a communication medium used to support geographically‐dispersed software development teams, will have a significant impact on team productivity, perceived interaction quality, and group process satisfaction. Results supported the predicted superiority of the face‐to‐face setting over the videoconferencing setting with regard to team productivity. They also indicated that a communication medium characterized as high in both “media richness” and “social presence” can engender a greater sense of interaction quality. There were no significant differences between the face‐to‐face and videoconferencing settings for group process satisfaction.
224 citations
TL;DR: In this article, the basic principles of crew resource management are described, and a review of recent developments in aviation and other high reliability work environments is presented, with a focus on non-technical skills such as leadership, situation awareness, decision making, team work and communication.
Abstract: The aviation industry recognised the significance of human error in accidents in the 1970s, and has been instrumental in the development of special training, designed to reduce error and increase the effectiveness of flight crews. These crew resource management (CRM) programmes focus on “non‐technical skills” critical for enhanced operational performance, such as leadership, situation awareness, decision making, team work and communication. More recently CRM has been adopted by other “high reliability” team environments including anaesthesiology, air traffic control, the Merchant Navy, the nuclear power industry, aviation maintenance, and the offshore oil industry. This review paper describes the basic principles of crew resource management, then outlines recent developments in aviation and other high reliability work environments.
190 citations