Team intelligence and team personality predicting team performance

Abstract

Teams have become an important part of many organizations. In order to create effective teams, it is important to know how team composition affects team performance. This study meta-analytically assesses the impact of team intelligence and team personality on team performance. This study expands on previous meta-analyses in several ways. While previous studies have tended to focus on sample-weighted mean correlations (e.g. Prewett et al., 2009) or population correlations (corrected for unreliability in predictor and criterion; e.g. Bell, 2007), this study presents operational validities, which correct for unreliability in the criterion but not unreliability in the predictor. These validities are more useful from an applied standpoint, because in the field, practitioners use intelligence and personality tests as they are; they do not use an intelligence construct or personality constructs to determine who will participate in a team. This study also expands on previous studies by examining additional moderator variables. For each team predictor variable-team performance relationship, the effects of task complexity, number of members per team, type of performance (i.e. task, OCB, CWB), and purpose of performance rating (i.e. research or development, administrative) are examined. In addition, for team agreeableness-team performance and team extraversion-team performance relationships, whether the task is people-oriented or not is examined as a moderator. For team agreeableness-team performance and team emotional stability-team performance relationships, the current study investigates the effect of whether the team existed for the same length of time as the study (e.g. lab studies) vs. whether team existed prior to and/or after the study.