Personality in teams: its relationship to social cohesion, task cohesion, and team performance

This study continued past research on the relationship between personality composition in teams and social cohesion and team performance (Barrick, Stewart, Neubert, & Mount, 1998). Results from the Barrick et al. sample (N = 50) were compared with data from two new samples, one comprising drilling teams in the US (N = 24), and the other comprising student teams in The Netherlands (N = 25). Furthermore, this study examined the relationship between personality composition and task cohesion, usually considered to be a stronger predictor of team performance than social cohesion. Results partly confirmed the relationships between personality composition, cohesion, and team performance that were found previously. Minimum levels of conscientiousness and agreeableness contributed positively to both task cohesion and team performance. High mean levels of extraversion and emotional stability contributed positively to social cohesion. Some results differed across the three samples, stressing the importance of task characteristics as a factor influencing relationships between team personality, team processes, and team performance. Although significant relationships were found between social cohesion, task cohesion, and performance, cohesion measures did not mediate relationships between personality composition and team performance.