Team inputs | Task design | 11 | Autonomy, task relevance, complete task, feedback, task interdependence |
Team effort and skills | 8 | Team member motivation, appropriateness of skills, team potency |
Organisational support | 11 | Information and communication, training for teamworking, climate for teamworking |
Resources | 4 | Resources provided to the team |
Team processes | Objectives | 3 | Clarity of, commitment to and agreement about team objectives |
Reflexivity | 4 | Reflection on performance |
Participation | 7 | Decision-making processes, communication, regular meetings, trust, safety and support |
Task focus | 6 | Concern with quality, service user focus, constructive debate about task performance and error management |
Team conflict | 5 | Task-related and interpersonal conflict |
Creativity and innovation | 3 | Practical support for new and improved products and services, and climate for creativity and innovation |
Leadership processes | Leading | 4 | Extent to which the team leader sets direction, acquires resources and supports innovation |
Managing | 8 | Extent to which team leader guides teams towards effective processes, monitors performance, gives helpful feedback, encourages interteam working, and recognises and rewards performance |
Coaching | 5 | Availability, concern for individual team members, encouragement and support, and encourages learning from error |
Team outputs | Team member satisfaction | 6 | Team member satisfaction with recognition for contribution, responsibility, team member support, influence over decisions, team openness and how conflicts are resolved |
Attachment | 3 | Feeling of attachment to team and its members |
Team effectiveness | 3 | Managerial praise, goal achievement |
Interteam relationships | 5 | Cooperation, and lack of conflict, with other teams |
Team innovation | 4 | Development of new products, services and ways of working |