Team effectiveness under stress: a structural contingency approach

Abstract

Abstract To examine whether working under stressful circumstances restricts or enhances team effectiveness, a structural contingency model for team effectiveness was tested by focusing on job structuring (mechanistic/organic structuring) as a key factor, which interacts with qualitative and quantitative stress on team attitude (team commitment) and outcomes (team effectiveness). Findings from 73 primary care teams indicated that mechanistic structuring for teams working under quantitative stress was positively associated with team commitment, which in turn fostered team effectiveness, whereas organic structuring for working under qualitative stress improved team effectiveness. Furthermore, team commitment mediated the relationships between stress and structuring and team effectiveness. These findings support a structural contingency model for improving team effectiveness under stress. Copyright © 2006 John Wiley & Sons, Ltd.