Page references to tables and figures and boxes are indicated by t’s, f’s and b’s respectively.
For the benefit of digital users, indexed terms that span two pages (e.g., 52–53) may, on occasion, appear on only one of those pages.
actuarial teams, 35
value of, 193
agreeableness, 52b, 52, 53, 209
Aguinis, Herman, 40–41
Ancona, Deborah, 109
Atlassan software company, 145
Aube, Caroline, 126
Austin, John, 122
automaticity, communication, 112, 114
autonomy in decision-making, 150, 154–55, 220
Backman, Fredrik, 144
back-up/support
leadership behavior and, 189
Bad News Bears, The (film), 20
Balliet, Daniel, 151
Bandura, Albert, 75
Barnes, Chris, 88–89
Bass, Bernie, 163
Bauer, Talya, 134–35
Beal, Daniel, 77
Beartown (Backman), 144
Behson, Scott, 94
Bell, Suzanne, 50
Bennett, Rebecca, 53
Bennis, Warren, 67
Beyeler, Arnie, 23
Big Five Personality traits, 52b, 52, 97. See also names of specific traits
Bloomberg, Michael, 148
Bommer, William, 169–70
Bonsignore, Vince, 119
Boothby, Erica, 15
boundary spanning, communication, 109–11, 118
Bradley, Bret, 96–97
Bradley, Jackie, Jr., 22–23
breakdowns in communication
co-located team members and, 114
Costa Concordia tragedy, 104–5
dynamic work environment and, 114
emergency situations, 115–16
healthcare situations, 104
heterogeneous team composition and, 114
hierarchical teams and, 115
responsibility handoffs and, 115
when team membership is dynamic, 113–14
Breuer, Christine, 61–62
Brown, Rory, 50
Bunderson, J. Stuart, 94
Burns, James MacGregor, 163
Burtscher, Michael, 127
Caldwell, David, 109
call outs, closed-loop communications, 107–8
Campion, Mike, 49
Cannon-Bowers, Jan, 46, 88, 121
capabilities, 181–82. See also transportable team competencies
collective capabilities, 56–57
communication skills, 207
conflict skills, 207
defined, 207
feedback skills, 207
interpersonal skills, 207
leadership skills, 207
personal attributes, 208t, 208–9
Red Sox teamwork, 22
task-related capabilities, 40–45, 208t, 209–10
teamwork-related capabilities, 45–55, 208t, 210
thought experiment, 40b
toxic traits to avoid, 54b, 55b, 195, 202, 208t, 209
Castellana, Michael, 165
Ceri-Booms, Meltem, 158
chartering process, shared cognitions, 133
Chartrand, Tanya, 112
Chatman, Jennifer, 96
check backs, closed-loop communications, 107–8
Chen, Zhijun, 170
Chiocchio, Francois, 77
Christian, Jessica, 91–92, 122
Christian, Michael, 122
civil leadership, 171–72, 173, 175, 186
closed-loop communications, 107–8, 117
civil leadership, 171–72, 173, 175
leadership behaviors, 161t
leadership functions, 159
Red Sox teamwork, 23
self-anchoring bias, 173–74
servant leadership, 169–71, 173, 175
shared leadership, 165–69, 173, 175
team effectiveness and, 158–59, 160, 162t
thought experiment, 160b
transformational leadership, 163–65, 173, 174
coal mining crews, 123
cognitions, 184. See also shared cognitions
membership stability continuum, 32–33
Red Sox teamwork, 23
cognitive ability, 49b, 49–50, 55b, 208
fault lines, 77–79
meta-analysis, 77–78
overview, 76–77
social cohesion, 76–77
task cohesion, 76–77
Colbert, Amy, 164
collaboration, leadership encouragement of, 202–3
collective capabilities, 56–57
collective efficacy, 60t, 73–76, 79
boosting, 75–76
confidence and, 73–74
leadership behavior and, 188
meta-analysis, 74–75
team performance and, 75
team potency and, 74
collective orientation, 50b, 50–52, 55b, 188, 208–9
Colquitt, Jason, 63
communication, 183–84. See also breakdowns in communication
boundary spanning, 109–11, 118
closed-loop communications, 107–8, 117
communication risks, 113–16, 118
communication skills, 48, 55b, 207
“everybody knows” bias, 111–12, 117
importance of, 104–6
L’Atelier culinary team, 102–3
leadership behavior and, 189–90
manufacturing production team, 25
meta-analyses, 105–6
quality communication, 106–11, 117–18
Red Sox teamwork, 22–23
senior leadership teams, 24–25
sentinel events, 104
sharing unique information, 106–7, 117
thought experiment, 103b
trust and, 116–17
competencies. See capabilities
conditions, 185
capabilities and, 154
importance of, 139–40
local conditions, 148–50, 154–55
organizational conditions, 143–48, 154
Red Sox teamwork, 23
sales professionals, 137–38, 153–54
situational strength, 140–42, 154
task-related capabilities and, 43–45
thought experiment, 139b
confidence, collective efficacy and, 73t, 73–74
conflict management, 49, 55b, 83, 95–100, 101, 207
connectors
collective efficacy and, 79
team leaders as, 204
conscientiousness, 52b, 52, 55b, 209
consultants, 196–200
avoiding unrealistic expectations, 197–98
coaching senior leaders, 199–200
evidence-based interventions, 198
helping employees become better team members, 199
identifying reasons for team problems, 196–97
overview, 196
promoting psychological safety, 199
promoting shared cognitions, 198–99
resolving issues in proper setting, 197
reviewing organizational conditions, 200
teaching self-adjustment skills, 198
conveys, communication, 108–9, 117
cooperation, 182–83
fault lines, 77–79
meta-analysis, 77–78
overview, 76–77
social cohesion, 76–77
task cohesion, 76–77
collective efficacy, 60t, 73–76, 79
boosting, 75–76
confidence and, 73–74
meta-analysis, 74–75
team performance and, 75
team potency and, 74
cooperative behaviors, 84f
defined, 59
emergent state, 59–60
Mount Everest climbing team, 58–59
perceptions and, 59
psychological safety, 58–59, 60t, 67–72, 79
hierarchical culture and, 68–69
meta-analysis, 69
overview, 67–68
Project Aristotle (Google), 69–70
promoting, 71–72
unethical behavior and, 70–71
Red Sox teamwork, 22
thought experiment, 60b
as business imperative, 60–61
judgments, 62–63
prior experiences and, 64–65
trust-building behavior, 65–66
trust propensity, 63–64
coordination, 183
back-up/support, 83, 86–90, 100
challenges to, 83
managing conflicts, 83, 95–100, 101
meta-analysis, 82
psychological safety and, 93, 96–97, 98, 99, 101
Red Sox teamwork, 22
reliance and, 82–83
situation awareness, 83–86, 95–100
thought experiment, 81b
Costa Concordia tragedy, 104–5
Cost of Bad Behavior, The (Pearson and Porath), 172
Courtright, Stephen, 164
Cousteau, Phillipe, 171
cross-cultural teams, 152–53
cross-functional team, 35
cross-training, 134
culinary teams, 102–3, 126, 157
cultural context, 147–48, 151–53, 155
Cummings, John, 126–27
Cunningham, George, 172
Czarna, Anna, 54–55
Dalal, Dev, 129–30
Dark Triad personality traits, 53–55, 54b
Davie, Liane, 14
Dawson, Jeremy, 91
DeChurch, Leslie, 97–98, 105, 122, 126
DeFalco, Gregorio, 104–5
DeJong, Bart, 61–62
de Wit, Frank, 96
Dezecache, Guillaume, 54–55
D’Innocenzo, Lauren, 166
direction setting, shared cognitions
chartering, 133
premortem, 133
visioning, 133
Dirks, Kurt, 62
dive teams, 142
Doty, Dan, 97–98
Driskell, Jim, 82
drivers of team effectiveness, 6t, 6–11. See also names of specific drivers
identifying opportunities for improvement, 225–26
Quick Diagnostic tool, 223
relationship between, 10–11, 11f
Team Ideas Matrix, 227
Droutman, Vitaliya, 173
Dubey, Abeer, 69–70
Duffy, Korrina, 112
Dulebohn, James, 169–70
Duncan, Thomas Eric, 104
dynamic work environment, 114
Eddy, Erik, 15
Edmondson, Amy, 67
Eling-Lee, Linda, 44
Ellis, Aleksander, 70–71
emotional contagion, 54–55
emotional conveys, 108
Endsley, Mica, 84
Essiembre, Helene, 77
“everybody knows” bias, communication, 111–12, 113–14, 117
evidence-based interventions, 198
Faulmüller, Nadira, 109
fault lines, cohesion, 77–79
examples of, 78t
leadership minimization of, 204
Fay, Doris, 139
Fearless Organization, The (Edmonson), 67
feedback skills, 48, 55b, 195, 207
Ferrin, Donald, 62
Fischer, Scott, 58
flash teams, 32
flight crews
familiarity among team members, 128
Hudson River plane landing, 105
space exploration teams, 3–4, 156–57
Foti, Roseanne, 168
Foulk, Trevor, 54–55
Frazier, Lance, 69
functions, leadership, 159
task-focused, 158–59, 162t, 186
team-focused, 158–59, 162t, 186
communication skills, 207
conflict skills, 207
feedback skills, 207
interpersonal skills, 207
leadership skills, 207
Gannon, Lauren, 129–30
Gay, Tyson, 29
Gayton, Scott, 51
Google’s Project Aristotle, 18–19, 69–70
Gorman, Jamie, 130
Graduate Management Admission Council survey, 15
Grant, Adam, 14
Greenleaf, Robert, 169
Greer, Lindred, 96
Groysberg, Boris, 44–45
Gully, Stan, 74
Gurley, Todd, 119–20
Hackman, Richard, 18
Harada, Tokiko, 54–55
Havenstein, Rob, 120
healthcare teams
closed-loop communications, 108
communication breakdowns, 104
familiarity among team members, 128, 130
shared leadership, 167
HERA habitat, 92
hierarchical teams, 59, 68–69, 115, 118
hiring practices, 143–44
Hirschfeld, Robert, 168–69
HI-SEAS habitat, 92
Hoch, Julia, 169–70
Huckman, Robert, 129
“if–then” contingencies, 23, 33, 120, 128, 190, 209
information hoarding, 113
INSEAD global business school, 41–42
intellectual conveys, 108
interdependency. See also reliance continuum
interpersonal skills, 49, 55b, 207
interpositional knowledge training, 134
Into Thin Air (Krakauer), 59
intrateam trust, 61. See also trust
Jehn, Karen, 96
Jordan, Michael, 20
judgments, trust, 62–63
Kehoe, James, 51
Kennedy, Deanna, 75
Kenney, Mike, 123
Kniffen, Kevin, 147–48
Kolbe, Michaela, 127
Kraiger, Kurt, 88
Krakauer, Jon, 59
Kukenberger, Mike, 166
Kurmann, Anita, 130
Kurtessis, James, 139–40
L’Atelier culinary team, 102–3, 126, 157
leadership behavior, 49, 55b, 161t, 187–91, 207. See also coaching
avoiding negative comments, 203
back-up/support and, 189
building collective efficacy, 188
collective orientation, 188
communication skills, 189–90
effective use of influence, 191
empowerment, 93
encouraging collaboration, 202–3
filling team talent gaps, 187
improving SLTs, 203–4
leadership development, 145
maintaining shared cognitions, 190
making talent decisions, 202
managing conflicts, 98–100
minimizing fault lines, 204
promoting psychological safety, 188–89, 203
psychological safety and, 72
refining leadership skills, 190
rejecting toxic behavior, 202
reviewing organizational conditions, 205
team debriefs, 189
using teams wisely, 201–2
learning goal orientation, coordination, 94
Lee, Dongseop, 74
Lehmann, Nale, 97
LePine, Jeff, 63, 82, 83–84, 94
like each other theory, 18–19, 19b
local (team-specific) conditions, 148–50, 154–55
autonomy in decision-making, 150
conditions, 154–55
diagnostic questions, 220
mission/purpose, 124, 150, 155
resources, 149
time availability, 149–50
Long, Erin, 122
Lotka, A. J., 40–41
Machiavellian personality, 54b, 209
magic theory, 16
Manswer, Tanja, 127
manufacturing production team, 24, 25
Marks, Michelle, 84–85
Marlow, Shannon, 105
Mathieu, John, 15, 56, 75, 166
Mayer, Roger, 62–63
Maynard, Travis, 75
McFarland, Dan, 95
McIntyre, Heather, 168
members, team, 192–95
acknowledging mistakes, 194
adaptability, 193
avoiding toxicity, 195
being positive team ambassador, 195
communicating effectively, 194
flight crews, 130
healthcare, 128
membership stability continuum, 33b, 36t
providing and seeking feedback, 195
supporting teammates, 193
team-first thinking, 194
trustworthiness, 193
understanding team needs and priorities, 192–93
membership stability continuum, 31–33, 33b, 36t
Mesmer-Magnus, Jessica, 97–98, 105, 122, 126, 150
meta-analyses
cohesion, 77–78
collective efficacy, 74–75
communication, 105–6
coordination, 82
cultural context, 151
defined, 16–17b
individual competence and teamwork orientation, 20
local conditions, 150
psychological safety, 69
servant leadership, 169–70
shared leadership, 166
team leadership, 158–59
teamwork and performance, 17–18
transformational leadership, 164
Miner, Kathi, 172
Ming Chiu, 97
minimize interference theory, 16
Mischel, Walter, 140
mission/purpose of teams, 124, 150, 155
monitoring, 85–86
shared cognitions and, 127
situational awareness, 83–85, 183
team emotions, 95
Montano, Diego, 164
Morgesen, Fred, 49
myths of teamwork
like each other theory, 16, 18–19, 19b
magic theory, 16
minimize interference theory, 16
openness theory, 16
strong leader theory, 16
teamwork distracts from performance, 17–18, 18b
teamwork is always better than individual work, 21b, 21
teamwork overcomes lack of competence, 20–21, 21b
teamwork suppresses individual competence, 19–20, 20b
Nanda, Ashish, 44
Nichols, Diana, 82
9/11 Commission Report, 90–91
Nolan, Kevin, 129–30
Nyberg, Anthony, 74
O’Boyle, Ernest, 53–54
Oh, In- Sue, 164
onboarding, 144
openness theory, 16
organizational citizenship behaviors, 20
organizational conditions, 143–48
conditions, 154
consultants’ review of, 200
cultural context, 147–48
leadership review of, 205
overview, 143
policies and practices, 143–45
hiring, 143–44
leadership development, 145
onboarding, 144
performance management, 144–45
promotions and opportunities, 144
rewards and recognition, 145
senior leadership teams and, 146–47
Orsillo, Don, 13
Overbeck, Jennifer, 173
Panzer, Frederick, 84–85
Patterson, Malcolm, 139
Patton, Darvis, 29
Pearson, Christine, 172
Pele, 29
performance
collective efficacy and, 75
organizational conditions and, 144–45
shared cognitions and, 125–27, 135
personal attributes, 193, 208t, 208–9. See also names of specific attributes
personal familiarity, 131–32, 136
Peteraf, Margaret, 43
Podsakoff, Nathan, 20
policies and practices
diagnostic questions, 217
organizational conditions, 143–45
hiring, 143–44
leadership development, 145
onboarding, 144
performance management, 144–45
promotions and opportunities, 144
rewards and recognition, 145
Porath, Christine, 172
power distance, 151
premortem exercise, shared cognitions, 133
process conflict, 99
professional familiarity, 131–32, 136
Project Aristotle (Google), 18–19, 69–70
project teams, 32
promotions and opportunities, 144, 145, 154, 185
proximity continuum, 34b, 34, 36t
psychological safety, 58–59, 60t, 67–72, 79, 157
consultants’ promotion of, 199
coordination and, 93, 96–97, 98, 99, 101
hierarchical teams and, 59, 68–69, 115, 118
leadership behavior and, 188–89, 203
meta-analysis, 69
overview, 67–68
Project Aristotle (Google), 69–70
promoting, 71–72
shared leadership and, 168
unethical behavior and, 70–71
quality communication, 106–11
boundary spanning, 109–11, 118
closed-loop communications, 107–8, 117
sharing unique information, 106–7, 117
Quick Diagnostic tool, 223
Raes, Anneloes, 146
Reagan, Ronald, 66
Rebele, Reb, 14
reliance continuum, 26f, 31b, 36t See also coordination
high interdependence teams, 29–31
importance of, 31
low interdependence teams, 27–28
medium interdependence teams, 28–29
overview, 25–27
sports teams, 27f
Remy, Jerry, 13
resilience, team, 75
resources, team, 149, 154–55, 156, 185, 201, 220
risks, communication, 113–16, 118
Robinson, Sandra, 53
Robinson, Smokey, 52
Rodriguez, Eduardo, 13
Rubuchon, Joel, 102
Ruf, Darin, 13
SA (situation awareness), 83–86, 95–100, 125
Sackett, Esther, 126–27
sales professional teams, 137–38, 153–54
scenario-based training, 134
Schein, Ed, 67
Schippers, Michaela, 91
Scott, Brent, 63
self-adjustment skills, 198
self-anchoring bias, 173–74
self-confidence, collective efficacy and, 73
self- efficacy, 73
senior leadership teams. See SLTs
sentinel events, 104
September 11th attacks, 90–91
servant leadership, 169–71, 173, 175, 186
shared cognitions
assimilating, 134–35
conditional knowledge, 124–25
consultants’ promotion of, 198–99
direction setting, 133
expertise, 125
familiarity among team members, 128–32, 136
importance of, 121–23
leadership behavior and, 190
Los Angeles Rams teamwork, 118
managing contingencies, 125
monitoring and, 127
preparing, 134
priorities, 124
purpose of, 124
results of, 126t
role clarity, 124
situation awareness, 125
standard operating procedures, 124
thought experiment, 121b
types of, 123–25, 124t, 135–36
shared leadership, 165–69, 173, 175, 186
healthcare, 167
psychological safety, 168
shared mental model (SMM), 121. See also shared cognitions
Shaw, George Bernard, 107
Shin, Yuhyung, 139
Shipton, Helen, 139
Shu, Jing, 170
Siassakos, Dimitrios, 82
Sieweke, Jost, 131
similarity continuum, 35–36, 36t, 36b
Simmons, Tony, 62
situational strength, 140–42, 154
situation awareness (SA), 83–86, 95–100, 125
Skiles, Jeff, 105
SLTs (senior leadership teams), 24–25
communicating unique information, 107
diagnostic questions, 219
improving SLTs, 203–4
organizational conditions, 146–47
communication, 146–47
modeling behavior, 146
psychological safety, 147
shared cognitions, 136
Smittick, Amber, 172
SMM (shared mental model), 121. See also shared cognitions
Social Conquest of Earth, The (Wilson), 18
space exploration teams, 3–4, 156–57
Speith, Jordan, 28
sports teams
high interdependence teams, 29–31
Los Angeles Rams teamwork, 118
low interdependence teams, 27–28
medium interdependence teams, 28–29
reliance continuum, 27f
Stajkovic, Alexander, 74
Stevens, Michael, 49
string quartet, 167
strong leader theory, 16
Sullenberger, Chesley “Sully,” 105
Sutcliffe, Kathleen, 94
Swaab, Roderick, 41–42
talent-related decisions
filling team talent gaps, 187
leadership behavior and, 202
“too-much-talent” hypothesis, 41–43, 45
task consistency continuum, 33–34, 34b, 36t
task-focused leadership functions, 158–59, 162t, 186
task forces, 32
task-related capabilities, 40–45, 208t, 209–10
conditions and, 43–45
“too-much-talent” hypothesis, 41–43, 45
team cognitions. See shared cognitions
team coordination analysis, 89
assumption during, 214b
collective efficacy, 76
defined, 211
leadership behavior and, 189
performance and, 211b
shared cognitions, 134
team distinctions, 181t
membership stability continuum, 31–33, 36t
reliance continuum, 25–31, 36t
similarity continuum, 35–36, 36t
task consistency continuum, 33–34, 36t
team effectiveness. See also drivers of team effectiveness
influence of leadership on, 158–59
overview, 4
team-first thinking, 194
team-focused leadership functions, 158–59, 162t, 186
team performance. See performance
team potency, 74
Team Role Orientation and Experience (TREO) tool, 51, 56
team-specific conditions. See local conditions
teamwork-related capabilities, 45–55, 208t, 210. See also transportable team competencies
overview, 45–47
transportable team competencies, 47–55, 55b
teamwork savvy, 49b, 49, 55b, 208t, 208
Thornton, Bubba, 29
time availability condition, 149–50, 154–55
TMS (transactive memory systems), 88, 121. See also shared cognitions
“too-much-talent” hypothesis, 41–43, 45
leadership’s handling of, 202
Machiavellian personality, 54b, 209
transactive memory systems (TMS), 88, 121. See also shared cognitions
transformational leadership, 163–65, 173, 174, 186
transportable team competencies
cognitive ability, 49b, 49–50, 55b
collective orientation, 50b, 50–52, 55b
conscientiousness, 52b, 52, 55b
generic and specific competencies, 46t
Tremblay, Dominque, 167
TREO (Team Role Orientation and Experience) tool, 51, 56
ability, 62–63
acknowledging mistakes, 66
as business imperative, 60–61
communication and, 116–17
fulfilling commitments, 66, 193
integrity, 62–63
judgments, 62–63
meta-analysis, 61–62
prior experiences and, 64–65
trust-building behavior, 65–66
trust propensity, 63–64
trust score, 66
Uitdewilligen, Sjir, 125
unethical behavior, 70–71
unique information, communicating, 106–7, 117
Valentine, Bobby, 23
van Dierendonck, Dirk, 170
Van Lange, Paul, 151
visioning exercise, shared cognitions, 133
Wacker, Johannes, 127
Wageman, Ruth, 136
Waldman, David, 166
Wang, Dani, 166
Wang, Gang, 164
Weick, Karl, 84
Wiese, Chris, 139
Wiggins, Sterling, 123
Wilson, E. O., 18
Wing, Alan, 167
Wu, Dongyuan, 169–70
You First (Davie), 14
Yukl, Gary, 165–66
Zhang, Zhen, 166
Zhao, Bin, 131
Zhou, Mingjian, 170