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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Researchers based in Israel analyzed the use of six different tactics to get the most out of 75 self-managed teams. The results showed that at early stages of team development, it was detrimental when a high proportion of team members used “assertiveness”. But, at advanced stages of team development, it was more detrimental when a high proportion of team members used “ingratiation”

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper uses responses from social sciences university students in Romania to highlight issues in virtual team working. Ways that trust is built in virtual teams are examined, together with how the personality trait openness to experience can impact virtual team performance. The questionnaire data findings reveal that experiencing trust and leadership-based challenges made the students less willing to work as a virtual team, and less confident that such a team would perform well. Those who were most open to experience were most critical in highlighting the downside of working in virtual teams.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this relationship.

Data was gathered from 26 teams of students from a major university in Germany who completed a laboratory team decision-making exercise.

The results suggest that teams sharing leadership showed better team performance and made fewer errors. They achieved higher levels of quality of performance. In addition, if the team members viewed the task as highly complex then the quality of their performance was increased.

Therefore for organizations to optimize team performance shared leadership should be promoted, the SNA should be used to develop interventions and training and influencing perceptions of task complexity should be considered as an important strategy to stimulate shared leadership in teams.

This paper has an original approach by testing for the first time how perceived task complexity moderates the relationship between shared leadership and team performance and by developing an original team task to investigate shared leadership.

The purpose of this study is to investigate the effects of team boundedness, and formal coordination on task and social cohesion and the moderating effect of organization tenure diversity.

Data was gathered from the responses of 398 team members and leaders working in 111 software development teams to a questionnaire survey. The hypotheses were all tested using structural equation modelling.

The results show team boundedness and formal coordination have positive and significant associations with task and social cohesion. Formal coordination is a stronger positive predictor for task than social cohesion. Organization tenure has a greater negative effect on social cohesion than task cohesion and moderates the relationship between formal coordination and task cohesion.

Therefore, for organizations to optimize team cohesion the impact of antecedent variables on social and task cohesion should be taken into considering in planning strategies for improvement.

This paper has an original approach by adding to the literature through an examination of the antecedent variables of task and social cohesion which are two key components of team cohesion.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The findings indicate that within leadership development programs, team social support is a key driver for participation in team activities. They also indicate that team competence is associated with less participation in program-wide activities.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

To understand the importance of coordination and collaboration for ROV teams, let us examine some of the typical tasks that ROV operators might be required to perform (Cooke & Shope, 2004; Gugerty, DeBoom, Walker, & Burns, 1999). To do so, we will use the members of a U.S. Air Force Predator crew as an example. The team consists of three members: an Air Vehicle Operator (AVO) who pilots the aircraft, a Payload Operator (PLO) who operates the surveillance equipment, and a Data Exploitation, Mission Planning, and Communications Operator (DEMPC) who is responsible for mission planning. In the course of a mission, the AVO is responsible for the take off and landing of the aircraft. Because they fly the aircraft from a remote location, AVOs are generally required to use visual input from a camera mounted on the nose of the aircraft to guide their flight. Once in the air, the PLO can operate cameras and sensors mounted on the belly of the plane to gather information. The DEMPC, who is in contact with the upper echelons of the organization, provides the AVO with the desired heading and the PLO with target coordinates.

Traditional and nontraditional interdisciplinary teams bring together varied professionals with diversity in expertise and thought. The purpose of interdisciplinary teams within healthcare settings is to support clients or patients in the achievement of physiological, psychological, and spiritual health. However, in absence of cultural awareness and cultural sensitivity, the physiological, psychological, and spiritual health needs of clients or patients can go unmet. Hence, it is imperative that interdisciplinary teams seek consultation when team members are unfamiliar with the culture of patients or clients to whom the team is assigned to provide care. Increasing cultural awareness and cultural sensitivity must be a collaborative effort between the interdisciplinary team and the client or patient. Nontraditional interdisciplinary teams conceptually examine teams that impact others in settings outside of education and health care.

The heart of the CERTT Laboratory, shown in Fig. 1, is a flexible Synthetic Task Environment (STE) that is designed to study many different synthetic tasks for teams working in complex environments. STEs provide an ideal environment for the study of team cognition in complex settings by providing a middle-ground between the highly artificial tasks commonly found in laboratories and the often uncontrollable conditions found in the field or high fidelity simulations.