팀 구성원의 Big5 퍼스낼리티 특성과 팀 프로세스 및 효과성의 관계

An Exploratory Study on the Relationship between the Big5 Personalities and Team Processes and Effectiveness

This study examined whether the composition of team member personality characteristics at the collective level exert influence on team processes and effectiveness variables. Team member personalities were defined as the Big5 personality dimensions: conscientiousness, agreeableness, emotional stability, extraversion, and openness to experience. Team composition of member personalities was measured as the mean value of each personality dimension and the standard deviation representing the differences among the team members’ personalities. Team process variables consist of perceived diversity, effort, cooperation, cohesiveness, task conflict, and relational conflict. Selected team effectiveness variables are team satisfaction, learning and growth, and perceived team performance. It was hypothesized the mean level of the Big5 personalities would have a positive effect on the team process and effectiveness. And the degree of differences in each of the personality dimension among team members was hypothesized to have a negative effect on the team process and effectiveness. The survey data were collected from 426 students of 112 teams who participated in the 8 classes at a business school in Seoul, Korea. Analyses of the data showed that personality variables exerted influence on only a few dependent variables. High extraversion team showed lessened perceived differences(diversity) among team members, and enhanced group cohesiveness and team satisfaction. Conscientiousness and emotional stability also lowered perceived differences, but showed no significant effects on other team process and effectiveness variables. Interestingly high level of openness to experience provoked perceived differences and also task and relational conflicts. The results are contradictory to the hypotheses of this study and also to the findings of previous studies as well. Overall, diversity variables rarely showed significant relationship with team process and effectiveness variables.