(Georgia Institute of Technology, 2021-05-01)
Narciso, Kathryn Mikel
Generic teamwork competencies have been researched and discussed for the last 30 years and these competencies are often the focus of determining an employee’s ability to work in a team While most of these competencies hold up today, there are two ways to modernize: broaden leadership competencies to include shared leadership and assess individual readiness for teaming (collaboration readiness). Collaboration readiness is an individual construct with five dimensions: motivation, knowledge of skills, cognitive strategies, self-efficacy, and enthusiasm for teaming. Participants were exposed to training programs to teach generic teamwork competencies and were in one of four conditions: Control, leadership skills only, teamwork skills only, and teamwork and leadership skills. Results indicate that the training impacted shared leadership behaviors but not acquisition of knowledge of shared leadership. Additionally, those exposed to team skills training improved an individual’s ability to monitor their own teamwork behaviors and that receiving any teamwork competency training improved intrinsic motivation compared to receiving the control group training. Findings concerning shared leadership training, teamwork training, and measuring collaboration readiness and implications for future research are discussed.