Dynamics of Performance in Newly Formed Teams: A Multilevel Latent Growth Approach

Abstract

Although team performance is crucial to organizational success, the role of social processes on the baseline and trajectory of team performance in newly formed teams remains largely unknown. Applying stress-as-offense-to-self theory, this study investigates how perceived team performance evolves over time and how individual- and team-level offenses or boosts to the self via appreciation, distributive justice, illegitimate tasks, and team meeting attitudes affect its initial level and subsequent development. Using longitudinal data from 49 student project teams, our findings support a positive performance trajectory and emphasize the importance of early perceived social dynamics on team performance throughout the collaboration process.

Keywords

perceived team performance multilevel latent growth model appreciation from colleagues distributive justice illegitimate tasks

Get full access to this article

View all access options for this article.

References

Ahn

P. H.

van Swol

L. M.

R. M.

Kim

S. J.

Park

Moulder

R. G.

(2023). Innovative ideas desire earlier communication: Exploring reverse serial-order effect and liberating cognitive constraint for organizational problem-solving. Journal of Behavioral Decision Making, 36(4), Article e2312. https://doi.org/10.1002/BDM.2312

Allen

J. A.

Lehmann-Willenbrock

(2023). The key features of workplace meetings: Conceptualizing the why, how, and what of meetings at work. Organizational Psychology Review, 13(4), 355–378. https://doi.org/10.1177/20413866221129231

Allen

J. A.

Sands

S. J.

Mueller

S. L.

Frear

K. A.

Mudd

Rogelberg

S. G.

(2012). Employees’ feelings about more meetings. Management Research Review, 35(5), 405–418. https://doi.org/10.1108/01409171211222331

Ambady

Rosenthal

(1992). Thin slices of expressive behavior as predictors of interpersonal consequences: A meta-analysis. Psychological Bulletin, 111(2), 256–274. https://doi.org/10.1037/0033-2909.111.2.256

Aubé

Rousseau

(2005). Team goal commitment and team effectiveness: The role of task interdependence and supportive behaviors. Group Dynamics: Theory, Research, and Practice, 9(3), 189–204. https://doi.org/10.1037/1089-2699.9.3.189

Bakker

R. M.

Boroş

Kenis

Oerlemans

L. A.

(2013). It’s only temporary: Time frame and the dynamics of creative project teams. British Journal of Management, 24(3), 383–397. https://doi.org/10.1111/j.1467-8551.2012.00810.x

Bear

J. B.

Woolley

A. W.

(2011). The role of gender in team collaboration and performance. Interdisciplinary Science Reviews, 36(2), 146–153. https://doi.org/10.1179/030801811X13013181961473

Beaty

R. E.

Silvia

P. J.

(2012). Why do ideas get more creative across time? An executive interpretation of the serial order effect in divergent thinking tasks. Psychology of Aesthetics, Creativity, and the Arts, 6(4), 309–319. https://doi.org/10.1037/a0029171

Belbin

R. M.

Brown

(2022). Team roles at work. Routledge. https://doi.org/10.4324/9781003163152

10.

Bies

R. J.

(2015). Interactional justice: Looking backward, looking forward. In Cropanzano

R. S.

Ambrose

M. L.

(Eds.), The Oxford handbook of justice in the workplace (pp. 89–107). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199981410.013.4

11.

Bonebright

D. A.

(2010). 40 years of storming: A historical review of Tuckman’s model of small group development. Human Resource Development International, 13(1), 111–120. https://doi.org/10.1080/13678861003589099

12.

Bradley

White

B. J.

Mennecke

B. E.

(2003). Teams and tasks: A temporal framework for the effects of interpersonal interventions on team performance. Small Group Research, 34(3), 353–387. https://doi.org/10.1177/1046496403034003004

13.

Braun

M. T.

Kozlowski

S. W. J.

Brown

T. A.

Deshon

R. P.

(2020). Exploring the dynamic team cohesion–performance and coordination–performance relationships of newly formed teams. Small Group Research, 51(5), 551–580. https://doi.org/10.1177/1046496420907157

14.

Breugst

Patzelt

Shepherd

D. A.

Aguinis

(2012). Relationship conflict improves team performance assessment accuracy: Evidence from a multilevel study. Academy of Management Learning & Education, 11(2), 187–206. https://doi.org/10.5465/amle.2011.0032

15.

Campbell

D. T.

(1958). Common fate, similarity, and other indices of the status of aggregates of persons as social entities. Behavioral Science, 3(1), 14–25. https://doi.org/10.1002/bs.3830030103

16.

Casey-Campbell

Martens

M. L.

(2009). Sticking it all together: A critical assessment of the group cohesion–performance literature. International Journal of Management Reviews, 11(2), 223–246. https://doi.org/10.1111/j.1468-2370.2008.00239.x

17.

Cerasoli

C. P.

Nicklin

J. M.

Ford

M. T.

(2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), 980–1008. https://doi.org/10.1037/a0035661

18.

Cohen

S. G.

Bailey

D. E.

(1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23(3), 239–290. https://doi.org/10.1177/014920639702300303

19.

Collins

A. M.

Loftus

E. F.

(1975). A spreading-activation theory of semantic processing. Psychological Review, 82(6), 407–428. https://doi.org/10.1037/0033-295X.82.6.407

20.

Colquitt

J. A.

Jackson

C. L.

(2006). Justice in teams: The context sensitivity of justice rules across individual and team contexts. Journal of Applied Social Psychology, 36(4), 868–899. https://doi.org/10.1111/j.0021-9029.2006.00047.x

21.

Colquitt

J. A.

Zapata-Phelan

C. P.

Roberson

Q. M.

(2005). Justice in teams: A review of fairness effects in collective contexts. Research in Personnel and Human Resources Management, 24, 53–94. https://doi.org/10.1016/S0742-7301(05)24002-1

22.

Curhan

J. R.

Pentland

(2007). Thin slices of negotiation: Predicting outcomes from conversational dynamics within the first 5 minutes. Journal of Applied Psychology, 92(3), 802–811. https://doi.org/10.1037/0021-9010.92.3.802

23.

De Dreu

C. K. W.

Weingart

L. R

. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741–749. https://doi.org/10.1037/0021-9010.88.4.741

24.

De Jong

B. A.

Dirks

K. T.

Gillespie

. (2016). Trust and team performance: A meta-analysis of main effects, moderators, and covariates. Journal of Applied Psychology, 101(8), 1134–1150. https://doi.org/10.1037/apl0000110

25.

De Wit

F. R. C.

Greer

L. L.

Jehn

K. A

. (2012). The paradox of intragroup conflict: A meta-analysis. Journal of Applied Psychology, 97(2), 360–390. https://doi.org/10.1037/a0024844

26.

DeChurch

L. A.

Mesmer-Magnus

J. R.

(2010). The cognitive underpinnings of effective teamwork: A meta-analysis. Journal of Applied Psychology, 95(1), 32–53. https://doi.org/10.1037/a0017328

27.

Deutsch

(1975). Equity, equality, and need: What determines which value will be used as the basis of distributive justice? Journal of Social Issues, 31(3), 137–149. https://doi.org/10.1111/j.1540-4560.1975.tb01000.x

28.

Diallo

T. M. O.

(2017). Consequences of misspecifying across-cluster time-specific residuals in multilevel latent growth curve models. Structural Equation Modeling: A Multidisciplinary Journal, 24(3), 359–382. https://doi.org/10.1080/10705511.2016.1247647

29.

Ding

Kuvaas

(2023). Illegitimate tasks: A systematic literature review and agenda for future research. Work & Stress, 37(3), 397–420. https://doi.org/10.1080/02678373.2022.2148308

30.

Druskat

V. U.

Kayes

D. C.

(2000). Learning versus performance in short-term project teams. Small Group Research, 31(3), 328–353. https://doi.org/10.1177/104649640003100304

31.

Edmondson

(1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999

32.

Ficapal-Cusí

Enache-Zegheru

Torrent-Sellens

(2021). Enhancing team performance: A multilevel model. Journal of Cleaner Production, 289, 125158. https://doi.org/10.1016/j.jclepro.2020.125158

33.

Finkel

(1995). Causal analysis with panel data. Sage. https://doi.org/10.4135/9781412983594

34.

Gauglitz

R. E.

(2019). Feedback and appreciation at work [Doctoral dissertation, Technische Universität Darmstadt]. TUprints. https://doi.org/10.26083/tuprints-00008855

35.

Geldhof

G. J.

Preacher

K. J.

Zyphur

M. J.

(2014). Reliability estimation in a multilevel confirmatory factor analysis framework. Psychological Methods, 19(1), 72–91. https://doi.org/10.1037/a0032138

36.

Gersick

C. J. G.

(1988). Time and transition in work teams: Toward a new model of group development. Academy of Management Journal, 31(1), 9–41. https://doi.org/10.5465/256496

37.

Gersick

C. J. G.

(1989). Marking time: Predictable transitions in task groups. Academy of Management Journal, 32(2), 274–309. https://doi.org/10.5465/256363

38.

González-Romá

Fortes-Ferreira

Peiró

J. M.

(2009). Team climate, climate strength and team performance. A longitudinal study. Journal of Occupational and Organizational Psychology, 82(3), 511–536. https://doi.org/10.1348/096317908X370025

39.

González-Romá

Hernández

(2014). Climate uniformity: Its influence on team communication quality, task conflict, and team performance. Journal of Applied Psychology, 99(6), 1042–1058. https://doi.org/10.1037/a0037868

40.

Goodwin

M. E.

Sayette

M. A.

(2023). Thin slices of initial group rapport predict social bonding. Small Group Research, 54(6), 899–922. https://doi.org/10.1177/10464964231179135

41.

Grebner

Elfering

Semmer

N. K.

(2010). The success resource model of job stress. In Perrewé

P. L.

Ganster

D. C.

(Eds.), New developments in theoretical and conceptual approaches to job stress (pp. 61–108). Emerald Group. https://doi.org/10.1108/S1479-3555(2010)0000008005

42.

Guchait

Hamilton

(2013). The temporal priority of team learning behaviors vs. shared mental models in service management teams. International Journal of Hospitality Management, 33, 19–28. https://doi.org/10.1016/j.ijhm.2013.01.004

43.

Guenter

van Emmerik

Schreurs

Kuypers

van Iterson

Notelaers

(2016). When task conflict becomes personal: The impact of perceived team performance. Small Group Research, 47(5), 569–604. https://doi.org/10.1177/1046496416667816

44.

Handke

Schulte

E.‑M.

Schneider

Kauffeld

(2019). Teams, time, and technology: Variations of media use over project phases. Small Group Research, 50(2), 266–305. https://doi.org/10.1177/1046496418824151

45.

(2021). The dynamic impacts of shared leadership and the transactive memory system on team performance: A longitudinal study. Journal of Business Research, 130, 14–26. https://doi.org/10.1016/j.jbusres.2021.03.007

46.

Hollenbeck

J. R.

Beersma

Schouten

M. E.

(2012). Beyond team types and taxonomies: A dimensional scaling conceptualization for team description. Academy of Management Review, 37(1), 82–106. https://doi.org/10.5465/amr.2010.0181

47.

Hülsheger

U. R.

Anderson

Salgado

J. F.

(2009). Team-level predictors of innovation at work: A comprehensive meta-analysis spanning three decades of research. Journal of Applied Psychology, 94(5), 1128–1145. https://doi.org/10.1037/a0015978

48.

Ilgen

D. R.

Hollenbeck

J. R.

Johnson

Jundt

(2005). Teams in organizations: From input-process-output models to IMOI models. Annual Review of Psychology, 56, 517–543. https://doi.org/10.1146/annurev.psych.56.091103.070250

49.

Ito

J. K.

Brotheridge

C. M.

(2008). Do teams grow up one stage at a time? Exploring the complexity of group development models. Team Performance Management: An International Journal, 14(5/6), 214–232. https://doi.org/10.1108/13527590810898491

50.

Jackson

L. A.

(1987). Gender and distributive justice: The influence of gender-related characteristics on allocations. Sex Roles, 17(1–2), 73–91. https://doi.org/10.1007/BF00287901

51.

Jacobshagen

Oehler

Stettler

Liechti

Semmer

N. K.

(2008, November 12–14). Appreciation at work: Measurement and associations with well-being [Poster presentation]. 8th Conference of the European Academy of Occupational Health Psychology, Valencia, Spain.

52.

Joshi

Roh

(2009). The role of context in work team diversity research: A meta-analytic review. Academy of Management Journal, 52(3), 599–627. https://doi.org/10.5465/amj.2009.41331491

53.

Karau

S. J.

Wilhau

A. J.

(2020). Social loafing and motivation gains in groups: An integrative review. In Karau

S. J.

(Ed.), Individual motivation within groups (pp. 3–51). Elsevier. https://doi.org/10.1016/B978-0-12-849867-5.00001-X

54.

Kauffeld

Lehmann-Willenbrock

(2012). Meetings matter: Effects of team meetings on team and organizational success. Small Group Research, 43(2), 130–158. https://doi.org/10.1177/1046496411429599

55.

Kearney

Gebert

Voelpel

S. C.

(2009). When and how diversity benefits teams: The importance of team members’ need for cognition. Academy of Management Journal, 52(3), 581–598. https://doi.org/10.5465/amj.2009.41331431

56.

Kearney

Razinskas

Weiss

Hoegl

(2022). Gender diversity and team performance under time pressure: The role of team withdrawal and information elaboration. Journal of Organizational Behavior, 43(7), 1224–1239. https://doi.org/10.1002/job.2630

57.

Kirkman

B. L.

Rosen

(1999). Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42(1), 58–74. https://doi.org/10.2307/256874

58.

Kozlowski

S. W. J.

(2015). Advancing research on team process dynamics: Theoretical, methodological, and measurement considerations. Organizational Psychology Review, 5(4), 270–299. https://doi.org/10.1177/2041386614533586

59.

Kozlowski

S. W. J.

Bell

B. S.

(2012). Work groups and teams in organizations: Review update. In Schmitt

N. W.

Highhouse

Weiner

I. B.

(Eds.), Handbook of psychology: Vol. 12. Industrial and organizational psychology (2nd ed., pp. 412–469). Wiley. https://doi.org/10.1002/9781118133880.hop212017

60.

Kozlowski

S. W. J.

Gully

S. M.

Nason

E. R.

Smith

E. M.

(1999). Developing adaptive teams: A theory of compilation and performance across levels and time. In Ilgen

D. R.

Pulakos

E. D.

(Eds.), The changing nature of performance: Implications for staffing, motivation, and development (pp. 240–292). Jossey-Bass Publishers.

61.

Kunze

Boehm

S. A.

Bruch

(2011). Age diversity, age discrimination climate and performance consequences—A cross organizational study. Journal of Organizational Behavior, 32(2), 264–290. https://doi.org/10.1002/job.698

62.

Lance

C. E.

Butts

M. M.

Michels

L. C.

(2006). The sources of four commonly reported cutoff criteria. Organizational Research Methods, 9(2), 202–220. https://doi.org/10.1177/1094428105284919

63.

Lee

H. W.

Choi

J. N.

Kim

(2018). Does gender diversity help teams constructively manage status conflict? An evolutionary perspective of status conflict, team psychological safety, and team creativity. Organizational Behavior and Human Decision Processes, 144, 187–199. https://doi.org/10.1016/j.obhdp.2017.09.005

64.

Lee

Shi

(2021). A comparison of full information maximum likelihood and multiple imputation in structural equation modeling with missing data. Psychological Methods, 26(4), 466–485. https://doi.org/10.1037/met0000381

65.

LePine

J. A.

Piccolo

R. F.

Jackson

C. L.

Mathieu

J. E.

Saul

J. R.

(2008). A meta-analysis of teamwork processes: Tests of a multidimensional model and relationships with team effectiveness criteria. Personnel Psychology, 61(2), 273–307. https://doi.org/10.1111/j.1744-6570.2008.00114.x

66.

Dong

C.‑H.

Brown

M. E.

Sun

L.‑Y

. (2022). Appreciation that inspires: The impact of leader trait gratitude on team innovation. Journal of Organizational Behavior, 43(4), 693–708. https://doi.org/10.1002/job.2577

67.

Wang

Chen

Gao

Huang

(2024). How do illegitimate tasks affect hospitality employees’ adaptive performance? An explanation from the perspective of cognitive-affective system theory of personality. International Journal of Contemporary Hospitality Management, 36(9), 3032–3051. https://doi.org/10.1108/IJCHM-04-2023-0538

68.

Gong

Burmeister

Wang

Alterman

Alonso

Robinson

(2021). Leveraging age diversity for organizational performance: An intellectual capital perspective. Journal of Applied Psychology, 106(1), 71–91. https://doi.org/10.1037/apl0000497

69.

Lickel

Hamilton

D. L.

Wieczorkowska

Lewis

Sherman

S. J.

Uhles

A. N.

(2000). Varieties of groups and the perception of group entitativity. Journal of Personality and Social Psychology, 78(2), 223–246. https://doi.org/10.1037/0022-3514.78.2.223

70.

Lin

C.‑P.

Baruch

Shih

W.‑C

. (2012). Corporate social responsibility and team performance: The mediating role of team efficacy and team self-esteem. Journal of Business Ethics, 108(2), 167–180. https://doi.org/10.1007/s10551-011-1068-6

71.

Little

T. D.

Rhemtulla

Gibson

Schoemann

A. M.

(2013). Why the items versus parcels controversy needn’t be one. Psychological Methods, 18(3), 285–300. https://doi.org/10.1037/a0033266

72.

Lorinkova

N. M.

Pearsall

M. J.

Sims

H. P.

(2013). Examining the differential longitudinal performance of directive versus empowering leadership in teams. Academy of Management Journal, 56(2), 573–596. https://doi.org/10.5465/amj.2011.0132

73.

Lüdtke

Marsh

H. W.

Robitzsch

Trautwein

Asparouhov

Muthén

(2008). The multilevel latent covariate model: A new, more reliable approach to group-level effects in contextual studies. Psychological Methods, 13(3), 203–229. https://doi.org/10.1037/a0012869

74.

Lugtig

(2014). Panel attrition: Separating stayers, fast attriters, gradual attriters, and lurkers. Sociological Methods & Research, 43(4), 699–723. https://doi.org/10.1177/0049124113520305

75.

Peng

(2019). The performance costs of illegitimate tasks: The role of job identity and flexible role orientation. Journal of Vocational Behavior, 110, 144–154. https://doi.org/10.1016/j.jvb.2018.11.012

76.

Maas

C. J. M.

Hox

J. J.

(2005). Sufficient sample sizes for multilevel modeling. Methodology, 1(3), 86–92. https://doi.org/10.1027/1614-2241.1.3.86

77.

Madon

Willard

Guyll

Scherr

K. C.

(2011). Self-fulfilling prophecies: Mechanisms, power, and links to social problems. Social and Personality Psychology Compass, 5(8), 578–590. https://doi.org/10.1111/j.1751-9004.2011.00375.x

78.

Marks

M. A.

Mathieu

J. E.

Zaccaro

S. J.

(2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26(3), 356–376. https://doi.org/10.5465/amr.2001.4845785

79.

Martínez-Tur

Moliner

Maniezki

(2020). Organizational justice. In Sessa

V. I.

Bowling

N. A.

(Eds.), Essentials of job attitudes and other workplace psychological constructs (pp. 45–70). Routledge.

80.

Mathieu

J. E.

Hollenbeck

J. R.

van Knippenberg

Ilgen

D. R.

(2017). A century of work teams in the Journal of Applied Psychology. Journal of Applied Psychology, 102(3), 452–467. https://doi.org/10.1037/apl0000128

81.

Mathieu

J. E.

Kukenberger

M. R.

D’Innocenzo

Reilly

(2015). Modeling reciprocal team cohesion-performance relationships, as impacted by shared leadership and members’ competence. Journal of Applied Psychology, 100(3), 713–734. https://doi.org/10.1037/a0038898

82.

Matthews

R. A.

Pineault

Hong

Y.‑H

. (2022). Normalizing the use of single-item measures: Validation of the single-item compendium for organizational psychology. Journal of Business and Psychology, 37(4), 639–673. https://doi.org/10.1007/s10869-022-09813-3

83.

McNatt

D. B.

Judge

T. A.

(2004). Boundary conditions of the Galatea effect: A field experiment and constructive replication. Academy of Management Journal, 47(4), 550–565. https://doi.org/10.5465/20159601

84.

Mercado

B. K.

Dilchert

Giordano

Ones

D. S.

(2018). Counterproductive work behaviors. In Ones

Anderson

Viswesvaran

Sinangil

(Eds.), The SAGE handbook of industrial, work and organizational psychology: Personnel psychology and employee performance (pp. 109–210). Sage. https://doi.org/10.4135/9781473914940.n7

85.

Morrissette

A. M.

Kisamore

J. L.

(2020). Trust and performance in business teams: A meta-analysis. Team Performance Management: An International Journal, 26(5/6), 287–300. https://doi.org/10.1108/TPM-02-2020-0012

86.

Mroz

J. E.

Allen

J. A.

Verhoeven

D. C.

Shuffler

M. L.

(2018). Do we really need another meeting? The science of workplace meetings. Current Directions in Psychological Science, 27(6), 484–491. https://doi.org/10.1177/0963721418776307

87.

Murphy

N. A.

Hall

J. A.

Schmid Mast

Ruben

M. A.

Frauendorfer

Blanch-Hartigan

Roter

D. L.

Nguyen

(2015). Reliability and validity of nonverbal thin slices in social interactions. Personality and Social Psychology Bulletin, 41(2), 199–213. https://doi.org/10.1177/0146167214559902

88.

Muthén

L. K.

Muthén

B. O.

(1998–2017). Mplus user’s guide (8th ed.). Muthén & Muthén.

89.

Niehoff

B. P.

Moorman

R. H.

(1993). Justice as a mediator of the relationship between methods of monitoring and organizational citizenship behavior. Academy of Management Journal, 36(3), 527–556. https://doi.org/10.5465/256591

90.

O’Neill

T. A.

Allen

N. J.

(2012). Team meeting attitudes: Conceptualization and investigation of a new construct. Small Group Research, 43(2), 186–210. https://doi.org/10.1177/1046496411426485

91.

O’Neill

T. A.

Salas

(2018). Creating high performance teamwork in organizations. Human Resource Management Review, 28(4), 325–331. https://doi.org/10.1016/j.hrmr.2017.09.001

92.

Paulsen

H. F. K.

Klonek

F. E.

Schneider

Kauffeld

(2016). Group affective tone and team performance: A week-level study in project teams. Frontiers in Communication, 1, e00007. https://doi.org/10.3389/fcomm.2016.00007

93.

Peeters

van de Voorde

Paauwe

(2022). The effects of working agile on team performance and engagement. Team Performance Management: An International Journal, 28(1/2), 61–78. https://doi.org/10.1108/TPM-07-2021-0049

94.

Peralta

C. F.

Lourenço

P. R.

Lopes

P. N.

Baptista

Pais

(2018). Team development: Definition, measurement and relationships with team effectiveness. Human Performance, 31(2), 97–124. https://doi.org/10.1080/08959285.2018.1455685

95.

Pfister

I. B.

(2019). Appreciation at work and its consequences [Doctoral dissertation, Universität Bern]. BORIS Portal. https://doi.org/10.24442/boristheses.1367

96.

Pfister

I. B.

Jacobshagen

Kälin

Semmer

N. K.

(2020). How does appreciation lead to higher job satisfaction? Journal of Managerial Psychology, 35(6), 465–479. https://doi.org/10.1108/JMP-12-2018-0555

97.

Pfister

I. B.

Jacobshagen

Kälin

Stocker

Meier

L. L.

Semmer

N. K.

(2020). Appreciation and illegitimate tasks as predictors of affective well-being: Disentangling within- and between-person effects. Journal of Work and Organizational Psychology, 36(1), 63–75. https://doi.org/10.5093/jwop2020a6

98.

Podsakoff

P. M.

MacKenzie

S. B.

Lee

J.‑Y.

Podsakoff

N. P.

(2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879

99.

Podsakoff

P. M.

MacKenzie

S. B.

Podsakoff

N. P.

(2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569. https://doi.org/10.1146/annurev-psych-120710-100452

100.

Podsakoff

P. M.

Podsakoff

N. P.

Williams

L. J.

Huang

Yang

(2024). Common method bias: It’s bad, it’s complex, it’s widespread, and it’s not easy to fix. Annual Review of Organizational Psychology and Organizational Behavior, 11(1), 17–61. https://doi.org/10.1146/annurev-orgpsych-110721-040030

101.

Pransky

Finkelstein

Berndt

Kyle

Mackell

Tortorice

(2006). Objective and self-report work performance measures: A comparative analysis. International Journal of Productivity and Performance Management, 55(5), 390–399. https://doi.org/10.1108/17410400610671426

102.

Preacher

K. J.

Zhang

Zyphur

M. J.

(2011). Alternative methods for assessing mediation in multilevel data: The advantages of multilevel SEM. Structural Equation Modeling: A Multidisciplinary Journal, 18(2), 161–182. https://doi.org/10.1080/10705511.2011.557329

103.

Quigley

N. R.

Collins

C. G.

Gibson

C. B.

Parker

S. K.

(2018). Team performance archetypes: Toward a new conceptualization of team performance over time. Group & Organization Management, 43(5), 787–824. https://doi.org/10.1177/1059601118794344

104.

Quintane

Pattison

P. E.

Robins

G. L.

Mol

J. M.

(2013). Short- and long-term stability in organizational networks: Temporal structures of project teams. Social Networks, 35(4), 528–540. https://doi.org/10.1016/j.socnet.2013.07.001

105.

Rahman

U. U.

Rehman

C. A.

Imran

M. K.

Aslam

(2017). Does team orientation matter? Linking work engagement and relational psychological contract with performance. Journal of Management Development, 36(9), 1102–1113. https://doi.org/10.1108/JMD-10-2016-0204

106.

Raykov

(2005). Analysis of longitudinal studies with missing data using covariance structure modeling with full-information maximum likelihood. Structural Equation Modeling: A Multidisciplinary Journal, 12(3), 493–505. https://doi.org/10.1207/s15328007sem1203_8

107.

Rosen

M. A.

Dietz

A. S.

(2017). Team performance measurement. In Salas

Rico

Passmore

(Eds.), The Wiley Blackwell handbook of the psychology of team working and collaborative processes (pp. 479–502). Wiley. https://doi.org/10.1002/9781118909997.ch21

108.

Salas

Linhardt

Fernández Castillo

(2025). The science (and practice) of teamwork: A commentary on forty years of progress. . . Small Group Research, 56(3), 392–425. https://doi.org/10.1177/10464964241274119

109.

Salas

Nichols

D. R.

Driskell

J. E.

(2007). Testing three team training strategies in intact teams. Small Group Research, 38(4), 471–488. https://doi.org/10.1177/1046496407304332

110.

Santos

C. M.

Uitdewilligen

Passos

A. M.

(2015). A temporal common ground for learning: The moderating effect of shared mental models on the relation between team learning behaviours and performance improvement. European Journal of Work and Organizational Psychology, 24(5), 710–725. https://doi.org/10.1080/1359432X.2015.1049158

111.

Satterstrom

Polzer

J. T.

Kwan

L. B.

Hauser

O. P.

Wiruchnipawan

Burke

(2019). Thin slices of workgroups. Organizational Behavior and Human Decision Processes, 151, 104–117. https://doi.org/10.1016/j.obhdp.2018.12.007

112.

Saunders

C. S.

Ahuja

M. K.

(2006). Are all distributed teams the same? Differentiating between temporary and ongoing distributed teams. Small Group Research, 37(6), 662–700. https://doi.org/10.1177/1046496406294323

113.

Saylors

Trafimow

(2021). Why the increasing use of complex causal models is a problem: On the danger sophisticated theoretical narratives pose to truth. Organizational Research Methods, 24(3), 616–629. https://doi.org/10.1177/1094428119893452

114.

Scheel

T. E.

Otto

Vahle-Hinz

Holstad

Rigotti

(2019). A fair share of work: Is fairness of task distribution a mediator between transformational leadership and follower emotional exhaustion? Frontiers in Psychology, 10, 2690. https://doi.org/10.3389/fpsyg.2019.02690

115.

Schermelleh-Engel

Moosbrugger

Müller

(2003). Evaluating the fit of structural equation models: Tests of significance and descriptive goodness-of-fit measures. Methods of Psychological Research, 8(2), 23–74.

116.

Schneid

Isidor

Kabst

(2015). The influence of cultural context on the relationship between gender diversity and team performance: A meta-analysis. The International Journal of Human Resource Management, 26(6), 733–756. https://doi.org/10.1080/09585192.2014.957712

117.

Schreuder

Schalk

Batistič

(2020). Examining team performance: The role of psychological contracts and engagement among co-workers. Evidence-Based HRM: A Global Forum for Empirical Scholarship, 8(3), 327–343. https://doi.org/10.1108/EBHRM-03-2020-0029

118.

Schulte-Braucks

Baethge

Dormann

Vahle-Hinz

(2019). Get even and feel good? Moderating effects of justice sensitivity and counterproductive work behavior on the relationship between illegitimate tasks and self-esteem. Journal of Occupational Health Psychology, 24(2), 241–255. https://doi.org/10.1037/ocp0000112

119.

Semmer

N. K.

Jacobshagen

Meier

L. L.

Elfering

A. H.

(2007). Occupational stress research: The stress-as-offense-to-self perspective. In Houdmont

McIntyre

(Eds.), Occupational health psychology: European perspectives on research, education and practice (2nd ed., pp. 43–60). ISMAI Publishing.

120.

Semmer

N. K.

Jacobshagen

Meier

L. L.

Elfering

Beehr

T. A.

Kälin

Tschan

(2015). Illegitimate tasks as a source of work stress. Work & Stress, 29(1), 32–56. https://doi.org/10.1080/02678373.2014.1003996

121.

Semmer

N. K.

Kern

Mühlethaler

C. M.

Kälin

Tschan

Jacobshagen

Meier

L. L.

Elfering

(2025). Undermining the experience of task-related success by illegitimate tasks: A three-wave study. Applied Psychology, 74(6), Article e70041. https://doi.org/10.1111/apps.70041

122.

Semmer

N. K.

Tschan

Jacobshagen

Beehr

T. A.

Elfering

Kälin

Meier

L. L.

(2019). Stress as offense to self: A promising approach comes of age. Occupational Health Science, 3(3), 205–238. https://doi.org/10.1007/s41542-019-00041-5

123.

Semmer

N. K.

Tschan

Meier

L. L.

Facchin

Jacobshagen

(2010). Illegitimate tasks and counterproductive work behavior. Applied Psychology, 59(1), 70–96. https://doi.org/10.1111/j.1464-0597.2009.00416.x

124.

Sinclair

A. L.

(2003). The effects of justice and cooperation on team effectiveness. Small Group Research, 34(1), 74–100. https://doi.org/10.1177/1046496402239578

125.

Stevens

(1994). The knowledge, skill, and ability requirements for teamwork: Implications for human resource management. Journal of Management, 20(2), 503–530. https://doi.org/10.1016/0149-2063(94)90025-6

126.

Stocker

Jacobshagen

Krings

Pfister

I. B.

Semmer

N. K.

(2014). Appreciative leadership and employee well-being in everyday working life. German Journal of Human Resource Management: Zeitschrift Für Personalforschung, 28(1–2), 73–95. https://doi.org/10.1177/239700221402800105

127.

Stocker

Jacobshagen

Semmer

N. K.

Annen

(2010). Appreciation at work in the Swiss armed forces. Swiss Journal of Psychology, 69(2), 117–124. https://doi.org/10.1024/1421-0185/a000013

128.

Stocker

Keller

A. C.

Meier

L. L.

Elfering

Pfister

I. B.

Jacobshagen

Semmer

N. K.

(2019). Appreciation by supervisors buffers the impact of work interruptions on well-being longitudinally. International Journal of Stress Management, 26(4), 331–343. https://doi.org/10.1037/str0000111

129.

Tekleab

A. G.

Quigley

N. R.

Tesluk

P. E.

(2009). A longitudinal study of team conflict, conflict management, cohesion, and team effectiveness. Group & Organization Management, 34(2), 170–205. https://doi.org/10.1177/1059601108331218

130.

Tuckman

B. W.

(1965). Developmental sequence in small groups. Psychological Bulletin, 63, 384–399. https://doi.org/10.1037/h0022100

131.

van der Hoek

Groeneveld

Kuipers

. (2018). Goal setting in teams: Goal clarity and team performance in the public sector. Review of Public Personnel Administration, 38(4), 472–493. https://doi.org/10.1177/0734371X16682815

132.

van Knippenberg

De Dreu

C. K. W.

Homan

A. C

. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89(6), 1008–1022. https://doi.org/10.1037/0021-9010.89.6.1008

133.

van Mierlo

Vermunt

J. K.

Rutte

C. G

. (2009). Composing group-level constructs from individual-level survey data. Organizational Research Methods, 12(2), 368–392. https://doi.org/10.1177/1094428107309322

134.

van Quaquebeke

Felps

. (2018). Respectful inquiry: A motivational account of leading through asking questions and listening. Academy of Management Review, 43(1), 5–27. https://doi.org/10.5465/amr.2014.0537

135.

von Oertzen

Hertzog

Lindenberger

Ghisletta

. (2010). The effect of multiple indicators on the power to detect inter-individual differences in change. The British Journal of Mathematical and Statistical Psychology, 63(Pt 3), 627–646. https://doi.org/10.1348/000711010X486633

136.

Wang

M. Z.

Chen

Hall

J. A.

(2021). Predictive validity of thin slices of verbal and nonverbal behaviors: Comparison of slice lengths and rating methodologies. Journal of Nonverbal Behavior, 45(1), 53–66. https://doi.org/10.1007/s10919-020-00343-1

137.

Watson

Obal

Kannan

(2021). Expect success, get success: How self-fulfilling prophecy can impact new product development. Research-Technology Management, 64(4), 29–36. https://doi.org/10.1080/08956308.2021.1920745

138.

Webber

S. S.

(2008). Development of cognitive and affective trust in teams. Small Group Research, 39(6), 746–769. https://doi.org/10.1177/1046496408323569

139.

Wegge

Jungmann

Liebermann

Shemla

Ries

B. C.

Diestel

Schmidt

K.‑H

. (2012). What makes age diverse teams effective? Results from a six-year research program. WORK: A Journal of Prevention, Assessment & Rehabilitation, 41(Suppl. 1), 5145–5151. https://doi.org/10.3233/WOR-2012-0084-5145

140.

Whitman

D. S.

Caleo

Carpenter

N. C.

Horner

M. T.

Bernerth

J. B.

(2012). Fairness at the collective level: A meta-analytic examination of the consequences and boundary conditions of organizational justice climate. Journal of Applied Psychology, 97(4), 776–791. https://doi.org/10.1037/a0028021

141.

Williams

K. D.

Karau

S. J.

(1991). Social loafing and social compensation: The effects of expectations of co-worker performance. Journal of Personality and Social Psychology, 61(4), 570–581. https://doi.org/10.1037//0022-3514.61.4.570

142.

Woehr

D. J.

Loignon

A. C.

Schmidt

P. B.

Loughry

M. L.

Ohland

M. W.

(2015). Justifying aggregation with consensus-based constructs. Organizational Research Methods, 18(4), 704–737. https://doi.org/10.1177/1094428115582090

143.

Konrad

A. M.

(2023). Does age diversity benefit team outcomes, if so, when and how? A moderated mediation model. Current Psychology, 42(27), 23874–23890. https://doi.org/10.1007/s12144-022-03527-8

144.

Liu

Wang

Yuan

(2022). The effect of distributive justice climate on virtual team performance: A moderated mediation model. Frontiers in Psychology, 13, 950581. https://doi.org/10.3389/fpsyg.2022.950581

145.

Zapf

Dormann

Frese

(1996). Longitudinal studies in organizational stress research: A review of the literature with reference to methodological issues. Journal of Occupational Health Psychology, 1(2), 145–169. https://doi.org/10.1037//1076-8998.1.2.145

146.

Zhou

Z. E.

Eatough

E. M.

Wald

D. R.

(2018). Feeling insulted? Examining end-of-work anger as a mediator in the relationship between daily illegitimate tasks and next-day CWB. Journal of Organizational Behavior, 39(8), 911–921. https://doi.org/10.1002/job.2266

147.

Zyphur

M. J.

Bonner

C. V.

Tay

(2023). Structural equation modeling in organizational research: The state of our science and some proposals for its future. Annual Review of Organizational Psychology and Organizational Behavior, 10(1), 495–517. https://doi.org/10.1146/annurev-orgpsych-041621-031401

Supplementary Material

Please find the following supplemental material available below.

For Open Access articles published under a Creative Commons License, all supplemental material carries the same license as the article it is associated with.

For non-Open Access articles published, all supplemental material carries a non-exclusive license, and permission requests for re-use of supplemental material or any part of supplemental material shall be sent directly to the copyright owner as specified in the copyright notice associated with the article.

0.07 MB

0.00 MB