𝔖 Bobbio Scriptorium
✦   LIBER   ✦

A Longitudinal Examination of the Effects of LMX, Ability, and Differentiation on Team Performance

✍ Scribed by Loren J. Naidoo; Charles A. Scherbaum; Harold W. Goldstein; George B. Graen


Publisher
Springer US
Year
2010
Tongue
English
Weight
267 KB
Volume
26
Category
Article
ISSN
0889-3268

No coin nor oath required. For personal study only.


πŸ“œ SIMILAR VOLUMES


An examination of the effects of organiz
✍ John E. Mathieu; M. Travis Maynard; Scott R. Taylor; Lucy L. Gilson; Thomas M. R πŸ“‚ Article πŸ“… 2007 πŸ› John Wiley and Sons 🌐 English βš– 242 KB πŸ‘ 1 views

## Abstract We examined the effects of organizational district and team contexts on team processes and performance in a longitudinal cross‐level design. As hypothesized, at the team‐level of analysis, interdependence related positively to team performance as partially mediated by processes. Moreove

The impact of autonomy and task uncertai
✍ John L. Cordery; David Morrison; Brett M. Wright; Toby D. Wall πŸ“‚ Article πŸ“… 2010 πŸ› John Wiley and Sons 🌐 English βš– 187 KB

## Abstract In this paper, we seek to account for modest and inconsistent empirical support for a positive relationship between team autonomy and team performance by proposing that team task uncertainty impacts on team performance and moderates the impact of increased autonomy. Task uncertainty is

Team mental models and team performance:
✍ Beng-Chong Lim; Katherine J. Klein πŸ“‚ Article πŸ“… 2006 πŸ› John Wiley and Sons 🌐 English βš– 136 KB

## Abstract We conducted a field study of 71 action teams to examine the relationship between team mental model similarity and accuracy and the performance of real‐world teams. We used Pathfinder to operationalize team members' taskwork mental models (describing team procedures, tasks, and equipmen

Surface- and deep-level diversity in wor
✍ Susan Mohammed; Linda C. Angell πŸ“‚ Article πŸ“… 2004 πŸ› John Wiley and Sons 🌐 English βš– 193 KB

## Abstract The increased use of teams in organizations, coupled with an increasingly diverse workforce, strongly suggests that we should learn more about how team diversity affects functioning and performance. The purpose of this study was to explore the differential impact of surface‐level divers