The purpose of this paper, building on the work of Aubé et al. (2009, 2011) who developed a four-dimension model of counterproductive behaviors in team settings, is to examine the team-level consequences of these behaviors. More specifically, the authors investigate the mediating role of collaboration, a key component of teamwork, in the counterproductive behaviors–team performance relationships.
Using a multisource approach and a team-level design, data were gathered from 101 work teams (381 members and 101 immediate supervisors). The study was conducted within a Canadian public safety organization.
Results show that the four dimensions of counterproductive behaviors are negatively related to team performance. Moreover, results indicate that each of these relationships is completely mediated by a decrease of collaboration among members. Taken together, the results of this study show that the presence of counterproductive behaviors within teams constitutes a collective phenomenon which affects not only team members, but also the functioning and effectiveness of the team as a whole.
This study differs from previous studies mainly by adopting a multidimensional conception of counterproductive behaviors and focusing on consequences of these behaviors on the team as a system. In practical terms, the results suggest that the presence of counterproductive behaviors may require team-level interventions (e.g. team building) in addition to individual interventions with individuals involved.
The research was supported by a grant from the Social Sciences and Humanities Research Council of Canada.
Aubé, C. and Rousseau, V. (2014), "Counterproductive behaviors: Group phenomena with team-level consequences", Team Performance Management, Vol. 20 No. 5/6, pp. 202-220. https://doi.org/10.1108/TPM-05-2013-0014Download as .RIS
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