The scientific evidence indicates quite clearly that individuals’ personalities play a significant role in determining team performance. In particular, personality affects:
In our own work we found that psychological team roles are largely a product of people’s personalities. For example, consider team members who are:
- What role you have within the team
- How you interact with the rest of the team
- Whether your values (core beliefs) align with the team’s
In our own work we found that psychological team roles are largely a product of people’s personalities. For example, consider team members who are:
- Results-oriented. Team members who naturally organize work and take charge tend to be socially self-confident, competitive, and energetic.
- Relationship-focused. Team members who naturally focus on relationships, are attuned to others' feelings, and are good at building cohesion tend to be warm, diplomatic, and approachable.
- Process and rule followers. Team members who pay attention to details, processes, and rules tend to be reliable, organized, and conscientious.
- Innovative and disruptive thinkers. Team members who naturally focus on innovation, anticipate problems, and recognize when the team needs to change tend to be imaginative, curious, and open to new experiences.
- Pragmatic. Team members who are practical, hard-headed challengers of ideas and theories tend to be prudent, emotionally stable, and level-headed.
There are team setups that just don't work:
- Since no one played the relationship-building role, the team lacked internal cohesion and failed to establish any connection with the frontline leaders who were required to take on the team's new accounting process.
- Conversely, when too many people play the relationship-building role, it can produce a nice, almost saccharine environment, with too little challenge or contention.
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