Team leader coaching intervention: An investigation of the impact on team processes and performance within a surgical context.

We examined the impact of a team leader coaching intervention on episodic team processes (transition, action, interpersonal) and subsequent team performance outcomes within a surgical context. Specifically, we tested whether coaching team leaders (i.e.

Team and individual influences on members' identification and performance per membership in multiple team membership arrangements.

Modern-day organizations often utilize team-based designs, and employees increasingly work simultaneously on multiple teams. These working arrangements have been referred to as multiple team memberships, and despite their prevalence, they have been the subject of relatively little research. Applying social identity theory as a theoretical lens, we advance a multilevel conceptual model that suggests both individual and team characteristics predict individuals' performance and satisfaction per membership, as mediated by their team identification per membership.

The role of team goal monitoring in the curvilinear relationship between team efficacy and team performance.

In this research, we apply a team self-regulatory perspective to build and test theory focusing on the relationships between team efficacy and 2 key team performance criteria: a performance behavior (i.e., team effort) and a performance outcome (i.

The influence of time management skill on the curvilinear relationship between organizational citizenship behavior and task performance.

In this research we integrate resource allocation and social exchange perspectives to build and test theory focusing on the moderating role of time management skill in the nonmonotonic relationship between organizational citizenship behavior (OCB) and task performance. Results from matching survey data collected from 212 employees and 41 supervisors and from task performance metrics collected several months later indicate that the curvilinear association between OCB and task performance is significantly moderated by employees' time management skill. Implications for theory and practice are discussed.

Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies.

This study examined the influences of team charters and performance strategies on the performance trajectories of 32 teams of master's of business administration students competing in a business strategy simulation over time. The authors extended existing theory on team development by demonstrating that devoting time to laying a foundation for both teamwork (i.e.