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The purpose of this paper is to find the new analysis method of virtual team effectiveness in team building, as well as various HR tools.

This paper investigated 62 virtual teams, distinguished between identified mental models and distributed mental models, tested the relation among team characteristics, and shared mental models and virtual team effectiveness using hierarchical linear modeling.

Results demonstrated that time would enhance the effect of shared mental models on task effectiveness; virtual team size would affect the relation between shared mental model and cooperative effectiveness, team size could enhance the effect of identified mental model on cooperative effectiveness, but weaken the relation between distributed mental model and cooperative effectiveness. A need is found for application of hierarchical linear modeling of shared mental model on virtual team effectiveness.

Accessibility and availability of data are the main limitations which apply.

This paper presents a new approach of optimal choice of virtual team building. The paper is aimed at HR and psychological researches and managers, especially those who dealt with people, and provides very useful advice for team management in enterprises.

The purpose of this paper is to explore the mechanism and boundary conditions in the relationship between differential leadership and team decision-making effectiveness.

A total of 366 valid questionnaires were received from employees of high-tech enterprises in China, regression-based moderation and bootstrapping analyses were adapted to analyze data and test hypotheses by using the PROCESS syntax in SPSS software.

Differential leadership can positively contribute to team decision-making effectiveness, and thriving at work mediates the relationship between the two, and cooperative goal perception plays a moderating role in the relationship between thriving at work and team decision-making effectiveness and cooperative goal perception moderate the mediating effect of thriving at work between differential leadership and team decision-making effectiveness.

The findings suggest that managers need to focus on leadership style to promote improved team decision-making effectiveness by enhancing thriving at work and cooperative goal perception.

Overall, this study is based on the conservation of resources theory to uncover the “black box” between differential leadership and team decision-making effectiveness and to highlight the important role of thriving at work and cooperative goal perception.

This study aims to examine emotional intelligence (EI) and organizational communication as predictors of teamwork effectiveness among bank employees in Nigeria. The Nigerian banking industry suffered financial crisis, leading to depression, following inability to meet standards of the regulatory body. With current emphasis on teamwork for business growth, literatures suggest EI and organizational communication as predictors for teamwork effectiveness.

A cross-sectional survey of 230 bank employees, selected through multistage sampling, using a valid and reliable structured questionnaire that incorporated all research variables was used for data collection. A questionnaire containing the research scales was administered and data were collected.

Positive relationship was established between perceived teamwork effectiveness and components of EI, including self-emotion appraisal, other’s emotion appraisal (OEA), actual use of emotion and regulation of emotion (ROE) and perceived organizational communication effectiveness. Hierarchical regression analysis reveals that age, gender, job status and educational qualification jointly predicted teamwork effectiveness, although only educational qualification contributed significantly. The inclusion of EI dimensions showed that only OEA, actual use of emotion and ROE were significant predictors, along with organizational communication.

Data collected were based on self-report of the participants. It is advised that more objective measures could be devised. The findings are limited to the banking industry and cannot be generalized to other work organizations. The research was conducted in Nigeria, a developing country; thus, the findings may not be generalized to the developed nations.

Educational factor could be applied in engaging team members. On the alternative, commercial banks should invest in periodic training programs to enhance employee communication skills and EI. Human resources personnel could use these research outcomes to enhance the selection and placement of employees in commercial banks. By these research findings the adequacies of some psychological theories in explaining team effectiveness have been empirically implicated, and the literature on team effectiveness has been increased. Consequently, commercial banks should invest in periodic training programs to enhance employee communication skills and EI, and use these findings to enhance selection and placement in Nigerian banks. It is evident from the results of the present study that the more educated team members are the more likely their teams would be effective in the teamwork. However, periodic training (both off the job and on the job) on EI and its pertinent dimensions, and adoption of appropriate communication styles, could be used to compliment educational deficiencies. Thus, the less educated persons could function adequately in teams if they receive the empowerment. The human resources managers are to note that new bank employees would be better team players when there are adequate orientated on programs on how towards effective to communicate at teamwork functions.

It is evident from these research findings that EI and appropriate organizational communication are behavioral tools that could enhance team interaction and consequently improve team effectiveness.

It is revealed how teams could be made effective through the combined factors of EI and organizational communication, especially among bank employees in Nigeria. Unlike some other studies, this research discovered the specific EI factors that could enhance team effectiveness, not just general EI. It empirically validated some theories that are proposed in relation to EI and organizational communication. This study showcased how teams could be made more effective in the banking sector of the Nigerian economy.

Past research on transactive memory systems (TMS) often treated the focal team as an isolated entity. Previous literature overlooked two aspects of TMS: its existence beyond the boundaries of the focal team (further referred to as out-group TMS) and the way the out-group TMS helps teams adapt and remain effective when the circumstances change. This study aims to fill this gap by exploring the overlooked aspects of TMS on the dynamics of team effectiveness.

This study adopts a theoretical perspective and proposes two sets of propositions. First set explores the overlooked construct of out-group TMS and defines the boundaries of its applicability by building on Lewis’ (2003) dimensions of TMS. Second set explores ways in which out-group TMS can combine with in-group TMS to enable higher team effectiveness in fast-paced settings facing uncertainty and change.

The study’s conceptual perspective builds the grounds for improving scholars’ understanding of the drivers of team effectiveness in relation to the locus of TMS. The study investigates ways to combine in-group and out-group TMS and conceptually discusses their effects on team effectiveness: a mediation, an interaction and an additive model. The investigation concludes that out-group TMS plays a critical role and that overlooking its impact can be devastating for organizations in fast-paced environments.

This study unveils the unique and previously underexplored dynamics of transactive memory in teams with looser boundaries. Further, it extends scholars’ understanding of team cognition in contemporary, fast-paced business environments.

Explores the origins of school‐staff team effectiveness by focusing on team characteristics, especially on team heterogeneity and team support. Based on educational and organizational theory, we derived propositions about how heterogeneity may affect team support and team effectiveness. More specifically, we hypothesized that task‐related attributes of heterogeneity (functional, educational, and team tenure) would relate positively to team support and team effectiveness, whereas relations‐related attributes would relate negatively to team support and team effectiveness. With a sample of 48 teams, identified as intact work teams, we found results partially confirming our propositions. Specifically, high heterogeneous teams in gender and functions were more supportive and effective than low heterogeneous teams in those attributes. By contrast, high heterogeneous teams in tenure were less supportive and effective than low heterogeneous teams in that attribute. The results are discussed in light of the specific context of schools, and several theoretical and managerial implications are drawn.

The purpose of this paper is to investigate the relationship between team leader's people value and team effectiveness based on social identity theory. This paper focuses on how team leader's people value affects team effectiveness in the Chinese context. It also examines the mediating effect of leader identification between leader's people value and team effectiveness.

A literature review on people value, leader identification and team effectiveness provided the authors' model and hypothesis. Using a sample of 64 teams with 386 employees and 64 team leaders from ten companies, hierarchical regression was conducted to test the hypothesis.

The findings suggest that follower's identification with leader is an important way to understand leader's people value for employees in encouraging employees to strive for team effectiveness. Leaders in teams should pay special attention to their people value for employees.

The data are self‐reported and subject to biases, and may not be accurate, Both the scales of leader identification and team effectiveness were developed in western countries, and they may not capture the full meaning in China. Cross‐sectional data were used in this study; future research should use a longitudinal design to prove the direction of causality among the contracts.

This paper is original in its investigation on how leader's people value influences team effectiveness, through the mediation of leader identification at team level in a Chinese context.

The focus in this paper is on the extent to which bonding and bridging social relationships predict the performance effectiveness and attitudinal (identity) outcomes.

The research was survey-based, involving 76 work teams and a total of 499 employees in 48 organisations.

The analysis reveals a positive relationship between both bonding and bridging relationships and performance effectiveness and attitudinal outcomes. Team identity mediates the relationship between the team ' s social-network structure and its performance effectiveness.

The research investigates the performance effectiveness and attitudinal outcomes of social networks simultaneously, which is rare, but for study-design reasons fails to investigate behavioural outcomes. More extensive data would reveal more about the possible interaction between bridging and bonding.

In order to improve performance effectiveness managerial attention should focus on building a team and social networks.

The research shows that team identity fully mediates the influence of bonding and bridging social relationships. This finding sheds light on the processes that mediate performance effectiveness, which in turn facilitate understanding of how team dynamics lead to differing performance levels. The results also reveal how the type of social network affects the creation of a team identity: individuals identify with the team through the social networks to which they belong both within it and outside. Thus, team identity matters given the evidence suggesting that those who identify more with their work teams perform more effectively.

This study aims to evaluate the extent to which similar team mental models (TMMs) at the beginning of a team's lifecycle influence the level of relationship conflict within the team, TMM-similarity at the middle of the team lifecycle, and in turn team effectiveness. Thus far, no research has analysed the mediating role of a dysfunctional team process between TMM-similarity and effectiveness.

The study was conducted in a strategy and management competition involving 414 individuals who comprised 92 teams (3-5 members). Data were collected at four moments in time. The questionnaires were developed based on validated scales and adapted for the specific context.

The results provide support for the mediating role of conflict between the similarity of team-TMMs at the beginning of team lifecycle and effectiveness. The results also provide support for the mediating role of task-TMMs in the middle of team lifecycle between task-TMMs at the beginning of team lifecycle and effectiveness. Findings suggest that teams with more similar TMMs, experience less relationship conflict which in turn improves effectiveness.

In this study TMM-accuracy was not analysed. Future research should analyse the role of TMM similarity and accuracy. Further, future research should explore the optimal level of TMM-similarity and when the similarity of TMM is disruptive to teams.

This paper sheds light on the role of conflict as a dysfunctional team process between TMM-similarity and effectiveness. Moreover, this paper shows that more research on TMM evolution is needed.

The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating processes of workplace spirituality and team trust, the emergent states of team processes.

This study is based on software project teams working in India’s information technology sector. The study adopts a cross-sectional research design to investigate the relationships between the study’s constructs.

This study shows varying effects of the components of shared transformational leadership on team viability and team satisfaction. The study has shown empirical evidence for the mediating role of workplace spirituality in the relationship between shared transformational leadership components and team effectiveness components. This study reveals the intervening roles of workplace spirituality and team trust in the relationship between shared transformational leadership as a unidimensional construct and team viability and effectiveness.

Team rewards and team autonomy can cultivate a sense of community and trust among team members. Team trust facilitates autonomy, and workplace spirituality helps develop connectedness among team members.

This study has contributed to the research discourse on team effectiveness by demonstrating that workplace spirituality and team trust act as mediators in the relationship between shared transformational leadership and team effectiveness. This study has shown the relative strength of the effects of the components of shared transformational leadership on workplace spirituality, team viability and team satisfaction.

As business is becoming more global, virtual teams are getting increasingly prevalent. The purpose of this paper is to examine virtual team effectiveness by taking a deeper look at the Virtual World Teams (VWTs) of Massively Multiplayer Online Games (MMOGs).

The paper investigates the effects of leaders’ emotional intelligence and transformational leadership on virtual team effectiveness, including three sub-factors of team effectiveness: team performance, viability and team member satisfaction. In addition, the indirect effect of emotional intelligence on team effectiveness via transformational leadership was examined. In total, 500 MMOG players that belonged in virtual world teams participated in the study. Hypotheses were tested through a series of multiple linear regression analyses, and one-way ANOVA tests were used to explore the impact of gender on the key factors of team effectiveness.

The analysis revealed a significant predictive relationship between perceived leader emotional intelligence and virtual team effectiveness sub-factors, mediated by transformational leadership behavior. Further analysis revealed gender differences in players’ perceptions of their leader emotional intelligence, transformational leadership and virtual team effectiveness.

This paper adds to the literature by revealing important predictors of virtual team effectiveness. These findings suggest implications for research and practice in the fields of Human Resources (HR), Human Resource Development (HRD) and training programs for e-leaders. The results of the analysis based on gender differences also have theoretical and managerial implications.

The study provides evidence that transformational leadership mediates the relationship between leaders’ emotional intelligence and team effectiveness in a virtual team.