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Purpose – Recent research has highlighted the importance of individuals' beliefs regarding the malleability or fixedness of negotiator characteristics as key determinants of negotiation processes and performance. In this chapter, we examine how these implicit negotiation beliefs affect negotiation at the team level.

Approach – We explore the effects of implicit negotiation beliefs on team negotiation by articulating a model that considers their impact on important group processes such as goal setting, conflict, and communication.

Findings – We propose that individuals' beliefs regarding the fixedness of negotiator characteristics affect team negotiation processes and outcomes, in particular through their effect on interpersonal processes within a negotiation team. We expect that individuals who believe that negotiator characteristics are malleable will focus on long-term success, will devote relatively high levels of effort toward the team's goals, and will share and discuss important information with other members of the team. In contrast, individuals who believe that negotiator characteristics are fixed will focus on short-term goals, will dedicate relatively low levels of effort to the team, and may put their own self interest ahead of the team by withholding key information from other team members. In light of these differences, teams characterized by heterogeneity in team members' implicit negotiation beliefs may experience high levels of intrateam conflict.

Value – This chapter suggests that implicit negotiation beliefs may have a powerful influence on team-level negotiation. Through our review and model development, we aim to stimulate research on implicit negotiation beliefs within groups and teams.

This chapter addresses how project teams achieve coordinated action, given the diversity in how team members may perceive and value time. Although synchronization of task activities may occur spontaneously through the nonconscious process of entrainment, some work conditions demand that team members pay greater conscious attention to time to coordinate their efforts. We propose that shared cognitions on time – the agreement among team members on the appropriate temporal approach to their collective task – will contribute to the coordination of team members’ actions, particularly in circumstances where nonconscious synchronization of action patterns is unlikely. We suggest that project teams may establish shared cognitions on time through goal setting, temporal planning, and temporal reflexivity.

Our aim is to catalog how the functional behaviors that leaders engage in should change over time based on the needs of the team – thereby presenting a functional view of team leadership over time.

A critical review of the literature on team leadership, team development, and teams was conducted. This information was critically analyzed and integrated to produce a framework serving to depict how team needs change over time, and based on this, highlight the leadership behaviors which should be most critical at particular points in time. Based on the limited amount of literature that explicitly focused on team leadership over time, a series of propositions which flow from the framework are also put forth.

Great strides have been made in understanding team leadership; however, little work was uncovered that directly focused on how leadership dynamics change over time within the context of the team. Leveraging the limited work that existed, we developed a framework (and propositions) that serves to delineate how team leadership functions change over time. In doing so, we have integrated work delineating leadership functions within transition and action phases of team task cycles along with that highlighting how the role of the leader may vary based on team developmental needs.

The originality of this chapter lies in its using a functional approach to leadership to argue how the efficacy of particular leadership functions change over time based on team task cycles and development needs. This, in turn, can be used to focus training efforts.

Communication aids sports teams in achieving physical feats through the process of teamwork. Working in fast-paced, high-pressure environments, sports teams are epitomized by their focus on effective physical and mental coordination, constantly adapting as a team to changing information and dynamic opponents. However, successful physical and mental coordination in sports teams are dependent on communication that may occur well before gameplay. For this reason, coaches and team leaders focus on various communicative activities throughout the life of a sports team, such as knowledge sharing, role clarity, goal setting, motivation, culture, and cohesion. Sports teams also provide unique insights into how teams communicate in single-gender groups, how heightened emotion affects team performance, and how event finality plays a role in team process.

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.

Teams do not operate in a vacuum, but in specific real-world contexts. For many teams, this context includes high-demand, high-stress conditions which can negatively impact team functioning. In this chapter, we discuss how stress may impact team cohesion and examine stress mitigation strategies to overcome these effects.