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  • Writer's pictureBenoit Hardy-Vallée

The Dynamics of Team Performance: Insights for Leaders and Managers (Season 2 episode 06)






In this episode of Abrupt Future, Benoit interviews Dr. Hayden J. R. Woodley, an Assistant Professor of Organizational Behaviour at Western University's Ivey Business School. Dr. Woodley highlights the importance of understanding the distinction between a group and a team in the workplace and advocates for independent brainstorming before collaboration. He explores the challenges of maintaining team confidence and shares insights on how leaders can conserve this valuable resource. Benoit and Dr. Woodley discuss the impact of leadership styles on team cohesion and performance, emphasizing the interconnectedness of human resource management and organizational behavior. The episode concludes with a call to action for individuals to contribute to contextual performance and help colleagues improve for the benefit of the organization.


  • A shared mission and support are essential for a team beyond a shared objective.

  • Group brainstorming can lead to lower quality ideas due to groupthink, polarization, and social pressure.

  • Brainstorming independently can result in better quality and a wider collection of ideas.

  • Collective input can benefit innovation selection by giving people a voice and eliminating overlap.

  • Team leaders should gather information and facilitate communication in the early stages of team building.

  • Task cohesion is more closely linked to performance than social cohesion.

  • Teams' confidence levels decrease over time, and leaders should work to sustain and make it sustainable over time.

  • The importance of social cohesion in a team should depend on the end goal.

  • Competing roles and goals of a team within an organization should be managed effectively.

  • Emergent states like cohesion and shared mental models should also be managed over time.

  • A hybrid compensation model of individual and team rewards could be more effective than individual or team rewards alone.

  • Job performance evaluations should consider both task and contextual performance, such as helping others.





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