A Multidimensional Approach to the Group Cohesion-Group Performance Relationship

TLDR

The study examined the multidimensionality of group cohesion and performance, investigated how task and social cohesion predict group effectiveness, and explored longitudinal changes and directional effects between cohesion and performance. Results showed a one‑to‑one mapping between specific cohesion dimensions and performance, with task cohesion predicting self‑rated performance, social cohesion predicting system viability and later task performance, and cohesion acting as an antecedent but not a consequence of performance, while no longitudinal changes were observed.

Abstract

This study (a) examined the multidimensionality of both group cohesion and group performance, (b) investigated the relationship between group-level task and social cohesion and group effectiveness, and (c) examined the longitudinal changes in cohesion and performance and the direction of effect between cohesion and performance. First, the authors hypothesized that both task and social cohesion would predict positively all dimensions of group performance. Second, that a stronger relationship would be observed between task cohesion and task effectiveness and between social cohesion and system viability. Third, that all dimensions of cohesion and performance would increase over time. Finally, that cohesion would be both the antecedent and the consequence of performance but that the performance-cohesion relationship would be stronger than the cohesion-performance relationship. Results supported the hypothesized one-to-one relationship between specific dimensions of group cohesion and group performance. Task cohesion was the sole predictor of self-rated performance at both Time 1 and Time 2, whereas social cohesion was the only predictor of system viability at Time 1 and the stronger predictor at Time 2. Social cohesion at Time 2 predicted performance on group task. However, no longitudinal changes were found in cohesion or performance. Finally, group cohesion was found to be the antecedent, but not the consequence, of group performance.