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| LEADER |
01956nam a2200193Ia 4500 |
| 001 |
10.1177-0149206318774622 |
| 008 |
220511s2019 CNT 000 0 und d |
| 020 |
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|a 01492063 (ISSN)
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| 245 |
1 |
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|a The Power of Percipience: Consequences of Self-Awareness in Teams on Team-Level Functioning and Performance
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| 260 |
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|b SAGE Publications Inc.
|c 2019
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| 856 |
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|z View Fulltext in Publisher
|u https://doi.org/10.1177/0149206318774622
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| 520 |
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|a We integrate research on team functioning with that of self-awareness to advance the notion of self-awareness in teams as an important concept to consider when diagnosing team effectiveness. We argue that teams composed of individuals with greater levels of self-awareness will exhibit more effective team-level functioning and performance. This proposition was explored by examining the effects of self-other agreement with regard to individual-level contributions of teamwork behavior on three team-level functional outcomes (team coordination, conflict, cohesion) and team performance. Results from 515 teams (2,658 individuals) completing a high-fidelity team-based business simulation supported the effects of aggregate levels of self-awareness on team-level functioning and performance. Moreover, these effects were influential above and beyond individual contributions themselves, highlighting the unique value of team members’ self-awareness for understanding team functioning. Of the three functional outcomes, only team conflict mediated the effects of self-awareness in teams on subsequent team-level performance. Finally, results revealed that overrating among team members was a particularly problematic form of the lack of self-awareness in teams. © The Author(s) 2018.
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| 650 |
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|a groups/group processes/dynamics
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| 650 |
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4 |
|a teams
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| 650 |
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|a virtual teams
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| 700 |
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|a Dierdorff, E.C.
|e author
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| 700 |
1 |
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|a Fisher, D.M.
|e author
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| 700 |
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|a Rubin, R.S.
|e author
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| 773 |
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|t Journal of Management
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