Team psychological type diversity, task characteristics, and performance: an empirical investigation of the relationships

Abstract

The purpose of this exploratory study was to investigate the relationships between team psychological type composition and perceived performance, and their relevance to team task type, using an associational design. Pearson r correlations of individual and team average Myers-Briggs Type Indicator clarity and deviation scores with ratings of team task performance perceptions were developed. These were examined across disjunctive, conjunctive, additive and discretionary team task scenarios, modeled upon Steiner's (1972) team task typology. Results showed significant, negative correlations for two of four individual MBTI clarity scores with perceived performance ratings for scenario 2 (conjunctive: success depends on low performer). Individual clarity scores for one MBTI dimension correlated negatively with perceived performance ratings for scenario 1 (disjunctive: success relies on high performer). Individual clarity scores for one MBTI dimension correlated positively with perceived performance ratings for scenario 4 (discretionary: situational combination of individual performance). Team-level clarity scores for two of four MBTI dimensions correlated positively with perceived team performance ratings for scenario 4. Team average MBTI deviation scores correlated negatively with the average probability of success ratings for scenario 4. For each of the four task scenarios, individuals rated perceived performance negatively with ratings of task difficulty. In contrast, individuals who rated task difficulty low and interest high tended to perceive that performance would be higher. Individuals also rated combined performance significantly higher for scenario 3 (additive: total effort of all performers combined) than for scenarios 1 or 2. Other findings included a significant, positive correlation between team average clarity scores and ratings of member desire to continue working with their team. The conclusions drawn from this research indicate support for a team performance model that includes measures of team composition and task characteristics while considering stakeholder objectives. Implications for team performance theory and practice to benefit managers, trainers, leaders and policy makers suggest further research into these relationships using in-tact teams from a variety of business, industry and institutional settings is advisable. The team performance equation remains a mystery to many. This research added to the body of knowledge and provided a source of clarity for team stakeholders.