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Knowledge, abilities, and intelligence Probably no other trait in psychology has been studied and tested as much as intelligence or mental abilities (Schmidt and Hunter, 2000). This truism holds for organizational research, also. Whether the focus is on the leader or the team, intelligence seems to play a major role. In a recent meta-analytic study by Judge et al. (2004), the authors found that intelligence, regardless whether it was assessed objectively or perceptually, is related to leadership effectiveness. In their analysis, the criteria included both subjective and objective outcomes. Even if we assume that a leader should have certain levels of intelligence, why is knowledge important for team performance? In a recent investigation of this issue, Tjosvold and Yu (2004) argued that teamwork capability is determined to a large extent by the abilities of its members. By using these abilities together, they are able to maximize the whole group’s effectiveness beyond what would be expected from working individually. The knowledge construct subsumes all types of mental abilities as team members try to use any and all information for providing assistance, support, and understanding of the issues involved. Group goals are facilitated when each member’s knowledge is applied. Tjosvold and Yu (2004) found that applying abilities for mutual benefit predicted in-role and extra-role team performance. In addition, they speculated that situational or structural variables (e.g., leadership style) may play a critical role in this process and recommended that such factors be considered in future research. Cohesion One set of antecedents that organizational researchers have studied in relationship to performance are the social and motivational forces that exist between group members. Beal et al. (2003) posit that such forces are an integral part of the concept of cohesiveness which, it is argued, facilitates better performance. Group cohesion motivates, as well as allows, for coordinating activities. Although many different definitions of cohesion have been offered in the literature, the results from an extensive meta-analysis of the technique as reported by Beal et al. (2003), showed that, contrary to a few negative findings in the literature, overall cohesion can be considered a correlate, if not determinant, of performance. In particular, when examining some of the components of cohesion such as interpersonal attraction, task commitment, and group pride all were found to be related to group performance. Although these factors are defined differently across the spectrum of researchers, it is interesting to see that the social and motivational component plays a critical role in the cohesiveness construct. Therefore, it would be expected that a group led by a transformational leader who stresses motivation and stimulation would also evince greater group |
