Personality and team performance: a meta‐analysis

By M. G. Peeters, H. F. van Tuijl, Christel G. Rutte, I. Reymen. 2006

373 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/15f24aa867ac4b76a1aa9131afc87c933bc5b9ae

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Challenging the Norm of Self-Interest: Minority Influence and Transitions to Helping Norms in Work Units (2012, background): “Thus, when we discuss work unit agreeableness, we are referring to high elevation and low variability in the agreeableness of individual members of the work unit (Peeters et al., 2006).”
Personality in sport: a comprehensive review (2013, background): “…that team performance was positively associated with average team levels of agreeableness (r .24) and conscientiousness (r .20), and that greater within-team variability in agreeableness (r .12) and conscientiousness (r .24) was negatively associated with team performance (Peeters et al., 2006b).”
Balanced skills among nascent entrepreneurs (2013, background): “Additionally, employers might be less interested in keeping such employees, because of their negative impact on work performance in teams (Peeters et al. 2006).”
A Review and Integration of Team Composition Models (2014, background): “Peeters et al. (2006) and Bell (2007) both found support for average member conscientiousness and agreeableness as positive predictors of team performance in field settings.”
The Team Personality–Team Performance Relationship Revisited: The Impact of Criterion Choice, Pattern of Workflow, and Method of Aggregation (2009, background): “sonality traits predict team performance? Second, how should we aggregate individual scores to the team level to optimally predict team performance? In answering the first question, recent reviews have suggested personality traits hold weak overall relationships with team performance that appear to ”
Team deep-level diversity, relationship conflict, and team members' affective reactions: A cross-level investigation (2014, background): “…of the elevation approach provide support for the positive relationship between most personality dimensions and team performance (Bell, 2007; Peeters et al., 2006b), the examination of heterogeneity/diversity of deep-level characteristics results in conflicting findings (Mathieu et al.,…”
Openness to Experience and Team Creativity: Effects of Knowledge Sharing and Transformational Leadership (2019, result): “…negatively associated with idea generation but positively with idea development is, in fact, complementary with previous studies that considered the effect of mean-level of openness to experience on team creativity and performance (LePine, 2003; Peeters et al., 2006; Van Vianen & De Dreu, 2001).”