A meta-analytic review of relationships between team design features and team performance, Stewart (2006)
Increased autonomy and intrateam coordination correspond with higher performance, but the effect varies depending on task type. Leadership, particularly transformational and empowering leadership, improves team performance.
Abstract
This article presents a quantitative review of 93 studies examining relationships between team
design features and team performance.
- Aggregated measures of individual ability and disposition correlate positively with team performance.
- Team member heterogeneity and performance correlate near zero, but the effect varies somewhat by type of team.
- Project and management teams have slightly higher performance when they include more members.
- Team-level task meaningfulness exhibits a modest but inconsistent relationship with performance.
- Increased autonomy and intrateam coordination correspond with higher performance, but the effect varies depending on
task type. - Leadership, particularly transformational and empowering leadership, improves team performance.
Keywords: teams; groups; performance; team design
Beschouwing
Het artikel gaat in op team ontwerp variabelen en teamperformance.
Stewart noemt de volgende variabelen:
Group composition
- Aggregated characteristics
- Heterogeneity
- Team size
Task design
- Task meaningfulness
- Autonomy
- Intrateam coordination
Leadership
- Overall
- Transformational
- Empowering
Publicatie
Greg L. Stewart*
College of Business, 108 PBAB, University of Iowa, Iowa City, IA 52242-1000
E-mail address: Greg-Stewart@uiowa.edu
Journal of Management, Vol. 32 No. 1, February 2006 29-54
DOI: 10.1177/0149206305277792
© 2006 Southern Management Association