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Journal ArticleDOI

The team player inventory: Reliability and validity of a measure of predisposition toward organizational team-working environments

01 Mar 1999-The Journal for Specialists in Group Work (Taylor & Francis Group)-Vol. 24, Iss: 1, pp 102-112
TL;DR: The 10-item Team Player Inventory as mentioned in this paper assesses the degree to which individuals are positively predisposed toward organizational team-working environments, and it is used to assess the factor structure and internal consistency of the scale.
Abstract: The 10-item Team Player Inventory assesses the degree to which individuals are positively predisposed toward organizational team-working environments. Data from 3 samples were used to assess the factor structure and internal consistency of the scale. Evidence indicates that the scale measures a single construct. Convergent, discriminant, and criterion-related validity assessments suggest that the Team Player Inventory captures a construct that is both unique and predictive of relevant team behavior This inventory will assist researchers in testing theoretical models of team effectiveness and practitioners in determining the degree to which specific individuals will react positively to team environments.
Citations
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Journal ArticleDOI
TL;DR: In this paper, the authors identify whether relationships exist between emotional intelligence (EI) and specific teamwork behaviours that are associated with transition, action and interpersonal team processes using the ability model of EI.
Abstract: Purpose – This paper aims to identify whether relationships exist between emotional intelligence (EI) and specific teamwork behaviours that are associated with transition, action and interpersonal team processes using the ability model of EI.Design/methodology/approach – A total of 68 MBA students comprising 13 randomly assigned teams completed a pencil and paper performance‐based test of emotional intelligence. Some 14 weeks later a score reflecting the extent team members engaged in a number of teamwork behaviours consistent with transition, action and interpersonal team processes was obtained from peer ratings.Findings – Emotional intelligence was found to explain direct and unique variance in transition and interpersonal team processes. However, only three individual branches of EI were found to be of any significance, and these differed in each instance.Practical implications – These findings add to the growing body of literature suggesting emotional intelligence may be an important aspect of individ...

41 citations


Cites methods from "The team player inventory: Reliabil..."

  • ...also looked at EI at the individual level, and investigated the relationship between emotional intelligence and the propensity for teamwork measured by the team player inventory ( Kline, 1999...

    [...]

Journal ArticleDOI
TL;DR: In this article, the authors examined if extraversion, openness to experience, and an individual's predisposition to be a team player would be differentially related to team performance and team cohesion based on whether the teams met face-to-face or via videoconference (VC).
Abstract: Despite the increasing popularity of virtual teams in organizations, very little is known about how personality traits may differentiate effective virtual teams from effective face-to-face teams. This paper sought to examine if extraversion, oppenness to experience, and an individual's predisposition to be a team player would be differentially related to team performance and team cohesion based on whether the teams met face-to-face (FTF) or via videoconference (VC). A total of 285 undergraduate students were randomly assigned to 62 teams (35 FTF and 27 VC) of four to five members. It was found that openness to experience was positively related to team cohesion for the VC teams and negatively related to team cohesion for the FTF teams. Openness to experience was positively related to team performance only in the FTF condition. The relationship between extraversion and team cohesion was positive in the FTF condition. In FTF teams a positive relationship was found between predisposition to be a team player a...

34 citations


Cites methods from "The team player inventory: Reliabil..."

  • ...This facet of personality has been captured by a construct-labeled predisposition to be a team player, and can be assessed with the Team Player Inventory (TPI; Kline, 1999b )....

    [...]

Journal ArticleDOI
TL;DR: In this paper, the authors examined the associations between psychopathy, as operationalized using scales from the relatively new triarchic model of psychopathy (boldness, meanness, and disinhibition), and both adaptive and maladaptive workplace behaviors.
Abstract: Research has shown that individuals with high levels of psychopathic personality traits are likely to cause harm to others in the workplace. However, there is little academic literature on the potentially adaptive outcomes of corporate psychopathy, particularly because the “boldness” psychopathy domain has largely been under-acknowledged in this literature. This study aimed to elaborate on past findings by examining the associations between psychopathy, as operationalized using scales from the relatively new triarchic model of psychopathy (boldness, meanness, and disinhibition), and both adaptive and maladaptive workplace behaviors. Participants were 343 working community adults who completed a series of self-report questionnaires that measured psychopathy and various workplace behaviors, including counterproductive work behaviors (CWB), tactics of influence, unethical decision-making, leadership strategies, team play, and creativity. Structural equation modeling was used to estimate the associations between latent constructs of boldness, meanness, and disinhibition, and the eight different constructs related to workplace behaviors. It was found that boldness preferentially predicted the use of soft tactics of influence, adaptive leadership, and team play, and negatively predicted passive leadership. Meanness predicted unethical decision-making, poor team play, and hard tactics of influence. Disinhibition positively predicted CWB and passive leadership. Meanness also moderated the association between disinhibition and CWB, in that greater scores on both psychopathy domains indicated greater levels of CWB. These findings provide conceptual support for the triarchic model, including the “boldness” domain, which measures adaptive aspects of psychopathy in addition to maladaptive ones, as well as suggest that not all individuals high on psychopathy would be an overt menace to the workplace. The different psychopathy traits may also interact with each other to predict different types or levels of workplace behaviors.

31 citations

Journal ArticleDOI
TL;DR: This article examined the impact of high-and low-structure cooperative learning on student teachers' conceptual knowledge, on their self-perceived competence, and on their appraisals of task values.

26 citations

References
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Book
01 Nov 1979
TL;DR: The paper shows how reliability is assessed by the retest method, alternative-forms procedure, split-halves approach, and internal consistency method.
Abstract: Explains how social scientists can evaluate the reliability and validity of empirical measurements, discussing the three basic types of validity: criterion related, content, and construct. In addition, the paper shows how reliability is assessed by the retest method, alternative-forms procedure, split-halves approach, and internal consistency method.

7,135 citations

Book
01 Jan 1984
TL;DR: In this article, the authors studied 43 successful American companies to discover the secrets of the art of American management, including a bias for action-preferring to do something, anything, rather than performing endless analyses and convening committees, staying close to the customer learning and catering to the client's preferences, autonomy and entrepreneurship, productivity through people, making all employees aware that best efforts are vital and that they will have part of the rewards of the firm's success, hands-on, value driven, and stick to the knitting.
Abstract: The authors studied 43 successful American companies to discover the secrets of the art of American management. The firms were in various categories, including high-technology companies, consumer goods companies, general industrial goods companies of interest, service companies, project management companies, and resource-based companies. To choose the companies, six measures of long-term superiority (three are measures of growth and long-term wealth creation over a 20-year period, and three are measures of return on capital and sales) were selected and imposed: compound asset growth, compound equity growth, average ratio of market value to book value, average return on equity, and average return on sales. The superior companies had eight attributes characterizing their distinction. Each attribute is discussed in detail, with examples and anecdotes from the firms involved. The attributes are: (1) a bias for action-preferring to do something, anything, rather than performing endless analyses and convening committees; (2) staying close to the customer-learning and catering to the client's preferences; (3) autonomy and entrepreneurship--dividing the corporation into companies and encouraging independent and competitive thought within them; (4) productivity through people--making all employees aware that best efforts are vital and that they will have part of the rewards of the firm's success; (5) hands-on, value driven--insisting that higher-ups keep in contact with the company's essential business; (6) stick to the knitting--staying with the business the firm knows best; (7) simple form, lean staff-administrative layers are few, with few staff members at the top; and (8) simultaneous loose-tight properties--a climate combining dedication to the firm's central values along with tolerance for all employees who accept those values. The rational model of management is discussed, along with its history and implications in corporate functioning. A chapter on human motivation discusses some of the contradictions of human nature that are relevant to management and describes how they can be dealt with to everyone's benefit.

4,117 citations

Book
01 Jan 1978
TL;DR: Describes various commonly used methods of initial factoring and factor rotation and various methods of constructing factor scales are presented.
Abstract: Describes various commonly used methods of initial factoring and factor rotation. In addition to a full discussion of exploratory factor analysis, confirmatory factor analysis and various methods of constructing factor scales are also presented.

3,162 citations

Journal ArticleDOI
TL;DR: Work teams are defined as interdependent collections of individuals who share responsibility for specific outcomes for their organizations as discussed by the authors, and they have been used in many applications, such as advice and involvement, production and service, and action and negotiation.
Abstract: \" This article uses an ecological approach to analyze factors in the effectiveness of work teams--small groups of interdependent individuals who share responsibility for outcomes for their organizations. Applications include advice and involvement, as in quality control circles and committees; production and service, as in assembly groups and sales teams; projects and development, as in engineering and research groups; and action and negotiation, as in sports teams and combat units. An analytic framework depicts team effectiveness as interdependent with organizational context, boundaries, and team development. Key context factors include (a) organizational culture, (b) technology and task design, (c) mission clarity, (d) autonomy, (e) rewards, ( f ) performance feedback, (g) training/consultation, and (h) physical environment. Team boundaries may mediate the impact of organizational context on team development. Current research leaves unanswered questions but suggests that effectiveness depends on organizational context and boundaries as much as on internal processes. Issues are raised for research and practice. The terms work team and work group appear often in today's discussions of organizations. Some experts claim that to be effective modern firms need to use small teams for an increasing variety of jobs. For instance, in an article subtitled \"The Team as Hero,\" Reich (1987) wrote, If we are to compete in today's world, we must begin to celebrate collective entrepreneurship, endeavors in which the whole of the effort is greater than the sum of individual contributions. We need to honor our teams more, our aggressive leaders and maverick geniuses less. (p. 78) Work teams occupy a pivotal role in what has been described as a management transformation (Walton, 1985), paradigm shift (Ketehum, 1984), and corporate renaissance (Kanter, 1983). In this management revolution, Peters (1988) advised that organizations use \"multi-function teams for all development activities\" (p. 210) and \"organize every function into tento thirty-person, largely self-managing teams\" (p. 296). Tornatzky (1986) pointed to new technologies that allow small work groups to take responsibility for whole products. Hackman (1986) predicted that, \"organizations in the future will rely heavily on member self-management\" (p. 90). Building blocks of such organizations are self-regulating work teams. But University of Tennessee University of Wisconsin--Eau Claire University o f Tennessee far from being revolutionary, work groups are traditional; \"the problem before us is not to invent more tools, but to use the ones we have\" (Kanter, 1983, p. 64). In this article, we explore applications of work teams and propose an analytic framework for team effectiveness. Work teams are defined as interdependent collections of individuals who share responsibility for specific outcomes for their organizations. In what follows, we first identify applications of work teams and then offer a framework for analyzing team effectiveness. Its facets make up topics of subsequent sections: organizational context, boundaries, and team development. We close with issues for research and practice. A p p l i c a t i o n s o f W o r k T e a m s Two watershed events called attention to the benefits of applying work teams beyond sports and mih'tary settings: the Hawthorne studies (Homans, 1950) and European experiments with autonomous work groups (Kelly, 1982). Enthusiasm has alternated with disenchantment (Bramel & Friend, 1987), but the 1980s have brought a resurgence of interest. Unfortunately, we have little evidence on how widely work teams are used or whether their use is expanding. Pasmore, Francis, Haldeman, and Shani (1982) reported that introduction of autonomous work groups was the most common intervention in 134 experiments in manufacturing firms. Production teams number among four broad categories of work team applications: (a) advice and involvement, (b) production and service, (c) projects and development, and (d) action and negotiation. Advice and Involvement Decision-making committees traditional in management now are expanding to first-line employees. Quality control (QC) circles and employee involvement groups have been common in the 1980s, often as vehicles for employee participation ( Cole, 1982 ). Perhaps several hundred thousand U.S. employees belong to QC circles (Ledford, Lawler, & Mohrman, 1988), usually first-line manufacturing employees who meet to identify opportunities for improvement. Some make and carry out proposals, but most have restricted scopes of activity and little working time, perhaps a few hours each month (Thompson, 1982). Employee involvement groups operate similarly, exploring ways to improve customer service (Peterfreund, 1982). 120 February 1990 • American Psychologist Copyright 1990 by the American Psyc2aological A~mciafion, Inc. 0003-066X/90/$00.75 Vol. 45, No. 2, 120-133 QC circles and employee involvement groups at times may have been implemented poorly (Shea, 1986), but they have been used extensively in some companies

1,516 citations