Elaborating on Team-Member Disagreement: Examining Patterned Dispersion in Team-Level Constructs. Issue 1 (February 2019)

• Record Type: Journal Article
• Authors: Loignon, Andrew C.; Woehr, David J.; Loughry, Misty L.; Ohland, Matthew W.
• Is Part Of: Group & organization management. Volume 44:Issue 1(2019)
• Page Start: 165
• Page End: 210
• Publication Date: 2019-02
• Subjects: emergence -- configuration or configural approaches -- teams -- agreement; Group relations training -- Periodicals; 658.4
• DOI: 10.1177/1059601118776750
• Languages: English
• ISSNs: 1059-6011

Abstract

Emergent states are team-level attributes that reflect team members' collective attitudes, values, cognitions, and motivations and influence team effectiveness. When measuring emergent states (e.g., cohesion, conflict, satisfaction), researchers frequently collect ratings from individual group members and aggregate them to the team level. After aggregating to the team level, researchers typically focus on mean differences across teams and ignore variability within teams. Rather than focusing on the mean level of emergent states, this study draws on recent advances in multilevel theory and describes an approach for examining the specific patterns of dispersion (i.e., disagreement) across five emergent states. Our findings suggest that teams reliably demonstrate different patterns of rating dispersion that are consistent with existing theoretical frameworks and typologies of dispersion, yet have not previously been empirically demonstrated. We also present evidence that the different patterns of dispersion in emergent states are significantly related to key team outcomes, even after controlling for the mean levels of those emergent states. These findings underscore the importance of exploring additional forms of team-level constructs and highlight ways of extending our understanding of group-level phenomena.