Team adaptation and postchange performance: effects of team composition in terms of members' cognitive ability and personality.

Full Abstract

The present study extended research on relationships between individual differences and individual-level adaptation (J. A. LePine. J. A. Colquitt, & A. Erez, 2000). This study focused on team-level relationships (N = 73 teams) and demonstrated that after an unforeseen change in the task context, performance was superior for teams with members who had higher cognitive ability, achievement, and openness and who had lower dependability. These relationships were mediated by a measure of role structure adaptation (i.e., the effectiveness with which teams adapted their role structure when faced with an unforeseen change in their task context). Members' individual differences did not explain variance in team performance prior to the unforeseen change in the task context. Overall, results suggest differential relationships for team composition across routine and changing task contexts.

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Author information

Author/s: LePine, Jeffrey A (JA);

Affiliation: Department of Management, Warrington College of Business Administration, University of Florida, Gainesville 32611-7165, USA. lepineja(-atsign-)notes.cba.ufl.edu

Journal and publication information

Publication Type: Journal Article; Research Support, U.S. Gov't, Non-P.H.S.

Journal: The Journal of applied psychology (J Appl Psychol), published in United States. (Language: eng)

Reference: 2003-Feb; vol 88 (issue 1) : pp 27-39

Dates: Created 2003/04/04; Completed 2003/04/15; Revised 2006/11/15;

PMID: 12675392, status: MEDLINE (last retrieval date: 12/26/2008)

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