Article
The power of percipience: Consequences of self-awareness in teams on team-level functioning and performance
Journal of Management
(2019)
Abstract
We integrate research on team functioning with that of self-awareness to advance the notion of
self-awareness in teams as an important concept to consider when diagnosing team effectiveness.
We argue that teams composed of individuals with greater levels of self-awareness will
exhibit more effective team-level functioning and performance. This proposition was explored
by examining the effects of self-other agreement with regard to individual-level contributions of
teamwork behavior on three team-level functional outcomes (team coordination, conflict, cohesion)
and team performance. Results from 515 teams (2,658 individuals) completing a highfidelity
team-based business simulation supported the effects of aggregate levels of self-awareness
on team-level functioning and performance. Moreover, these effects were influential above and
beyond individual contributions themselves, highlighting the unique value of team members’
self-awareness for understanding team functioning. Of the three functional outcomes, only team
conflict mediated the effects of self-awareness in teams on subsequent team-level performance.
Finally, results revealed that overrating among team members was a particularly problematic
form of the lack of self-awareness in teams.
Disciplines
Publication Date
2019
DOI
10.1177/0149206318774622
Citation Information
Dierdorff, E. C., Fisher, D. M., & Rubin, R. S. (2018). The power of percipience: Consequences of self-awareness in teams on team-level functioning and performance. Journal of Management, early online. DOI: 10.1177/0149206318774622