Team role stress : relationships with team learning and performance in project teams

C. Savelsbergh, J.M.P. Gevers, B.I.J.M. Heijden, van der, R.F. Poell

Research output: Contribution to journalArticleAcademicpeer-review

43 Citations (Scopus)
2 Downloads (Pure)

Abstract

Although role stress literature has almost exclusively focused on individual role incumbents, it is conceivable that shared conditions of ambiguity, conflict, and quantitative or qualitative overload may give rise to a collective experience of role stress in teams. Testing a multilevel mediation model among 38 Dutch project teams (N = 283), we studied the interplay among individual and team role stress, team learning behaviors, and individual and team performance. Team role stress was discerned as a separate construct next to individual role stress. Team quantitative role overload, in particular, impeded team and individual performance by inhibiting team learning behaviors and, indirectly, also hindered individual performance by increasing individual quantitative overload.
Original languageEnglish
Pages (from-to)67-100
JournalGroup and Organization Management
Volume37
Issue number1
DOIs
Publication statusPublished - 2012

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