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In a team‐based organization, the performance not only of the teams as a whole but also of their individual members needs to be managed and managed very well if tall performance (consistently competent, ethical, and motivated behavior that always produces the best results) is to be reached and sustained. In this article, four principles are first overviewed that underlie a new model of performance management designed by the author. The principles are those of tall performance, accountability, responsible empowerment, and performance management. An overview of the new model is then given. Among the model’s salient features are the way it preserves the “we” without sacrificing the “me”, a non‐traditional way to do performance appraisals, and accountability not only for results but also for behaviors, including ethical conduct.

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.

Management and scholars have been searching for the determinants of project team performance for many years. Individual characteristics and intra‐team processes are most often hypothesized to influence team performance. To date, though, we still do not really understand why some teams perform better than other teams. Studies have provided mixed findings and inconclusive results. The study described in this article continues the search for variables that influence project team performance. The findings provide support for an increasingly, albeit controversial, discussion occurring within human resource circles, concerning the impact of top performers on team performance.

The purpose of this paper is to contribute to understanding the impact of entrepreneurial team composition on new venture performance. Different types of entrepreneurship motivation among founding team members are defined. Using a relatively recent theory as a framework (i.e. self-determination theory), the authors group these motives into two categories: autonomous and controlled motivation. The business impact of the level of each type of motivation within the team, as well as the impact of having team members with different motivational drivers, is examined. New venture performance is modelled in two different ways: financial performance (i.e. return on assets) and innovation performance.

The analyses are based on 66 founding teams active in diverse activity sectors. The teams represent a total of 142 business founders. Data was collected through structured interviews, a company questionnaire and a secondary data source (i.e. certified financial statements).

The results confirm that the level of autonomous motivation within the team contributes to start-up financial performance, whereas the level of controlled motivation hampers innovation performance. No direct effects of diversity of team member motivation on start-up performance were discovered.

This is one of the first papers to study multiple firm performance effects of the composition of entrepreneurial founding teams in terms of motivation.

The adaptive performance of architects as a key professional in project delivery teams has become important for developing strategies, skills and cognitive behaviours for sustainability of working systems. However, the understanding and knowledge of adaptive performance of architects is lacking in the current literature. Thus, this study fills this gap by primarily assessing the adaptive performance of architects in project teams in project delivery.

By adopting the widely used eight-dimension attributes of adaptive performance, a questionnaire survey was conducted among team participants and stakeholders who directly or indirectly work on projects with architects in the public and private sectors project delivery supply chain in Ghana. A total of 42 responses were subsequently used in a fuzzy set theory analysis being facilitated by a set of linguistic terms.

From the assessment, the overall adaptive performance of architects from the eight-dimension attributes emerged to be fairly high. Additionally, the architects’ performance in the individual eight-dimensions showed varied results. High performance was registered in architects’ ability to handling work stress and cultural adaptability. Also, architects demonstrated a fairly high performance in dealing with uncertain or unpredictable work situations. However, in the cases of learning work tasks, technologies and procedures, interpersonal adaptability and handling crisis and emergency situations, architects were deemed to have low and fairly low adaptive performance among project teams.

Given the vagueness and complexities in understanding adaptability among teams and its assessment, through the use of fuzzy set theory based on a suitable set of linguistics terms, the study presents a novel understanding of the level of architects’ adaptive performance in project teams in project delivery. The findings are extremely useful in helping architects adapt and cope with changing competitive work environment by developing the right cognitive behaviours for task functions and organizational roles, disruptions and aiding their ability to self-regulate.

Employee’s innovative behavior as a team allows the organization to achieve its goals; however, team green creativity requires transformational and entrepreneurial leader support. Therefore, the study explores the impact of green transformational and entrepreneurial leadership on team innovative behavior and green new product development with the mediating role of team green creativity.

A survey was conducted to collect data from 455 employees working in the hospitality industry via a self-administered questionnaire, and hypotheses were analyzed using the partial least squares structural equation modeling PLS-SEM technique using Smart-PLS 4.0.

The results indicate that green transformational and entrepreneurial leadership styles positively and significantly affect team innovative behavior and new green product development performance. Furthermore, findings show that team green creativity partially mediates the relationship between green transformational and entrepreneurial leadership on team innovative behavior, and new green product development performance.

The results of this study provide insights to hospitality professionals pursuing the improvement of team innovative behavior and new green product development performance through team green creativity and leadership styles.

This study is useful for organizations that target new green product development performance and establish higher green innovative behavior cohesively among its team members through these robust leadership styles.

This study is the first attempt to provide a valuable contribution to the growing field of green leadership styles on team innovative behavior and new green product development performance through team green creativity.

As team members temporarily assume the role of leader, a system of shared leadership emerges. This study had three purposes: (a) to test the underlying three dimensions of shared leadership behaviors, (b) to examine the relationship between shared leadership behaviors and team performance, and (c) to examine the mediating effect of trust between team members’ perceptions of shared leadership and performance.

We used the sub-dimensions of shared leadership: relation-oriented shared leadership (ROSL), task-oriented shared leadership (TOSL), and creativity-oriented shared leadership (COSL). We collected survey data from college student teams at two different time points.

This study’s factor analysis results supported a second-order factor model that explains shared leadership with TOSL, ROSL, and a new COSL construct. Additionally, we discovered that shared leadership behaviors predicted team performance both directly and indirectly through team trust.

This study confirms the role of the new sub-dimension of COSL originally discovered by video analysis of project teams (Leight et al., 2018), thereby adding value to shared leadership research. This quantitative study supports the COSL with TOSL and ROSL in a second-order model where each component contributes unique input into the team dynamics. Our findings underscore the significance of shared leadership in elevating team trust, ultimately resulting in improved team performance. This insight holds particular relevance for educational management and leadership, offering a framework for understanding how shared leadership practices can positively influence team dynamics within academic contexts.

Online medical teams (OMTs) have emerged as an innovative healthcare service mode that relies on the collaboration of doctors to produce comprehensive medical recommendations. This study delves into the relationship between knowledge collaboration and team performance in OMTs and examines the complex effects of participation patterns.

The analysis uses a dataset that consists of 2,180 OMTs involving 8,689 doctors. Ordinary least squares regression with robust standard error is adopted for data analysis.

Our findings demonstrate a positive influence of knowledge collaboration on OMT performance. Leader participation weakens the relationship between knowledge collaboration and team performance, whereas multidisciplinary participation strengthens it. Passive participation and chief doctor participation have no significant effect on the association between knowledge collaboration and OMT performance.

This study provides valuable insights into how knowledge collaboration shapes OMTs' performance and reveals how the participation of different types of members affects outcomes. Our findings offer important practical implications for the optimization of online health platforms and for enhancing the effectiveness of collaborative healthcare delivery.

Drawing on social learning theory, the purpose of this study is to examine the relationship between team cohesion and employee adaptive performance directly and through employee ambidexterity. The study also investigates the moderating role of team empowerment climate in the relationship between team cohesion and employee adaptive performance.

Time-lagged data were collected in two waves from a sample of 212 employees from 43 teams working in software houses in Pakistan. R (lavaan package) was used to analyze the multilevel framework.

The findings reveal that both team cohesion and employee ambidexterity positively relate to employee adaptive performance. Moreover, employee ambidexterity mediates the cross-level relationship between team cohesion and employee adaptive performance. The results also support that team empowerment climate (a contextual boundary condition) moderates the direct relationship between team cohesion and employee adaptive performance.

The primary novelty of this study lies in developing and examining a holistic conceptual framework for a multilevel model in the software industry that incorporates team cohesion (level 2) as an antecedent, employee ambidexterity (level 1) as an underlying mechanism, employee adaptive performance (level 1) as an outcome and team empowerment climate as a boundary condition (level 2).