Table 2 Key aspects of team development... | Emerald Publishing

Table 2

Key aspects of team development models

Key aspect	Description	Authors
Team management
Goal orientation	Identification and prioritization of goals and sub-goals	Tuckman (1965), Wellins et al. (1991), Mcgrath (1991), Kozlowski et al. (1999), Marks et al. (2001), Wheelan (2005), Bushe and Coetzer (2007), Kuipers and Stoker (2009), Powell and Pazos (2017), Peralta et al. (2018)
Planning and coordinating activities	Planning of work and support activities and orchestrating the sequence and timing of these activities.This includes identifying team members' capabilities and specifying team members' roles	Tuckman (1965), Wellins et al. (1991), Mcgrath (1991), Morgan et al. (1993), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kozlowski et al. (1999), Marks et al. (2001), Wheelan (2005), Bushe and Coetzer (2007), Kuipers and Stoker (2009), Powell and Pazos (2017)
Conflict management	Working through task and interpersonal disagreements among team members	Tuckman (1965), Mcgrath (1991), Morgan et al. (1993), Marks et al. (2001), Wheelan (2005), Bushe and Coetzer (2007), Kuipers and Stoker (2009), Peralta et al. (2018)
Mutual performance monitoring and backup behavior	Assisting team members to perform their tasks by providing verbal feedback or coaching, helping behaviorally in carrying out actions, or assuming and completing a task	Wellins et al. (1991), Hut and Molleman (1998), Kozlowski et al. (1999), Marks et al. (2001), Salas et al. (2005), Kuipers and Stoker (2009), Powell and Pazos (2017)
Motivating and confidence building	Generating and preserving a sense of collective confidence, motivation, and task-based cohesion with regard to task accomplishment	Hut and Molleman (1998), Marks et al. (2001), Kuipers and Stoker (2009), Peralta et al. (2018)
Task management
Multi-functionality	Developing multi-functionality to support job enlargement	Wellins et al. (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kuipers and Stoker (2009)
Work communication	Exchanging task related information	Wellins et al. (1991), Van Amelsvoort and Benders (1996), Wheelan (2005), Kuipers and Stoker (2009), Powell and Pazos (2017), Peralta et al. (2018)
Decision-making and control	Joint performance of managerial tasks	Wellins et al. (1991), Mcgrath (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Bushe and Coetzer (2007), Kuipers and Stoker (2009), Peralta et al. (2018)
Delegated management and support tasks	Carrying out and arranging routine support activities (e.g. plan and organize team meetings)	Wellins et al. (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kuipers and Stoker (2009)
Performance management	Tracking task and progress toward goal accomplishment and transmitting progress to team members in order to increase team	Wellins et al. (1991), Morgan et al. (1993), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Marks et al. (2001), Kuipers and Stoker (2009), Powell and Pazos (2017)
Boundary management and improvement
Continuous improvement activities	Identifying opportunities and developing plans for improvement and innovation	Wellins et al. (1991), Morgan et al. (1993), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kozlowski et al. (1999), Marks et al. (2001), Salas et al. (2005), Kuipers and Stoker (2009), Powell and Pazos (2017), Peralta et al. (2018)
External relations	Handling of relations with other teams or individuals who provide inputs or receive outputs from the team	Wellins et al. (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Bushe and Coetzer (2007), Kuipers and Stoker (2009)
Advanced management and support activities	Carrying out and arranging non-routine support activities (e.g. personnel selection, annual appraisal)	Wellins et al. (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kuipers and Stoker (2009)

Key aspect	Description	Authors
Team management
Goal orientation	Identification and prioritization of goals and sub-goals	Tuckman (1965), Wellins et al. (1991), Mcgrath (1991), Kozlowski et al. (1999), Marks et al. (2001), Wheelan (2005), Bushe and Coetzer (2007), Kuipers and Stoker (2009), Powell and Pazos (2017), Peralta et al. (2018)
Planning and coordinating activities	Planning of work and support activities and orchestrating the sequence and timing of these activities.This includes identifying team members' capabilities and specifying team members' roles	Tuckman (1965), Wellins et al. (1991), Mcgrath (1991), Morgan et al. (1993), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kozlowski et al. (1999), Marks et al. (2001), Wheelan (2005), Bushe and Coetzer (2007), Kuipers and Stoker (2009), Powell and Pazos (2017)
Conflict management	Working through task and interpersonal disagreements among team members	Tuckman (1965), Mcgrath (1991), Morgan et al. (1993), Marks et al. (2001), Wheelan (2005), Bushe and Coetzer (2007), Kuipers and Stoker (2009), Peralta et al. (2018)
Mutual performance monitoring and backup behavior	Assisting team members to perform their tasks by providing verbal feedback or coaching, helping behaviorally in carrying out actions, or assuming and completing a task	Wellins et al. (1991), Hut and Molleman (1998), Kozlowski et al. (1999), Marks et al. (2001), Salas et al. (2005), Kuipers and Stoker (2009), Powell and Pazos (2017)
Motivating and confidence building	Generating and preserving a sense of collective confidence, motivation, and task-based cohesion with regard to task accomplishment	Hut and Molleman (1998), Marks et al. (2001), Kuipers and Stoker (2009), Peralta et al. (2018)
Task management
Multi-functionality	Developing multi-functionality to support job enlargement	Wellins et al. (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kuipers and Stoker (2009)
Work communication	Exchanging task related information	Wellins et al. (1991), Van Amelsvoort and Benders (1996), Wheelan (2005), Kuipers and Stoker (2009), Powell and Pazos (2017), Peralta et al. (2018)
Decision-making and control	Joint performance of managerial tasks	Wellins et al. (1991), Mcgrath (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Bushe and Coetzer (2007), Kuipers and Stoker (2009), Peralta et al. (2018)
Delegated management and support tasks	Carrying out and arranging routine support activities (e.g. plan and organize team meetings)	Wellins et al. (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kuipers and Stoker (2009)
Performance management	Tracking task and progress toward goal accomplishment and transmitting progress to team members in order to increase team	Wellins et al. (1991), Morgan et al. (1993), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Marks et al. (2001), Kuipers and Stoker (2009), Powell and Pazos (2017)
Boundary management and improvement
Continuous improvement activities	Identifying opportunities and developing plans for improvement and innovation	Wellins et al. (1991), Morgan et al. (1993), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kozlowski et al. (1999), Marks et al. (2001), Salas et al. (2005), Kuipers and Stoker (2009), Powell and Pazos (2017), Peralta et al. (2018)
External relations	Handling of relations with other teams or individuals who provide inputs or receive outputs from the team	Wellins et al. (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Bushe and Coetzer (2007), Kuipers and Stoker (2009)
Advanced management and support activities	Carrying out and arranging non-routine support activities (e.g. personnel selection, annual appraisal)	Wellins et al. (1991), Dunphy and Bryant (1996), Van Amelsvoort and Benders (1996), Hut and Molleman (1998), Kuipers and Stoker (2009)

Source(s): Adapted and revised from Kuipers and Stoker, 2009