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Can team effectiveness be predicted?

T. Meredith Ross (University of Nebraska‐Lincoln, Lincoln, Nebraska, USA)
Erick C. Jones (University of Nebraska‐Lincoln, Lincoln, Nebraska, USA)
Stephanie G. Adams (Virginia Commonwealth University, Richmond, Virginia, USA)

Team Performance Management

ISSN: 1352-7592

Article publication date: 22 August 2008

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Abstract

Purpose

The purpose of this paper is to propose and support a model to predict the effectiveness of teams.

Design/methodology/approach

The literature provides a wide variety of variables or constructs to measure the effectiveness of a team. The article proposes a mathematical model to predict the effectiveness of a team. A priori comparisons are used to develop a mathematical model of the optimum team.

Findings

The study expands on the theory of team effectiveness and demonstrates that a theoretically developed empirical model can predict team effectiveness quantitatively. A mathematical model was developed as an empirical function of performance, behavior, attitude, team member style and corporate culture.

Research limitations/implications

There has been little effort to standardize the measurable variables of team effectiveness. Additionally, the means to evaluate the individual's influence on team effectiveness has not been documented in relation to the effectiveness of the team. This paper uses a specific set of constructs, which might be the optimum set of variables to measure performance, behavior, and attitude.

Practical implications

By considering the model suggested here, managers will be able to select individual team members to enhance team performance.

Originality/value

Few models have been proposed to predict the effectiveness of a team based on team member selection. This model provides anyone selecting team members with a model to use when choosing among technically qualified candidates.

Keywords

Citation

Meredith Ross, T., Jones, E.C. and Adams, S.G. (2008), "Can team effectiveness be predicted?", Team Performance Management, Vol. 14 No. 5/6, pp. 248-268. https://doi.org/10.1108/13527590810898518

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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