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Department of Psychiatry Department of Psychiatry
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Motivation & Confidence Building

Definition

"Generating & preserving a sense of collective confidence, motivation and task-based cohesion with regard to mission accomplishment." (Marks et al., 2001, p. 363)

Key References

  • Baer, M., Oldham, G. R., Jacobsohn, G. C., & Hollingshead, A. B. (2008). The personality composition of teams and creativity: the moderating role of team creative confidence. Journal of Creative Behavior, 42(4), 255–282. https://doi.org/10.1002/j.2162-6057.2008.tb01299.x
    • Focuses on team creative confidence, longitudinal study, observed curvilinear relationships between conscientiousness, agreeableness, and openness with team creativity at time 2 based on team creative confidence grouping at time 1, developed their own measure of team creative confidence.
  • Goncalo, J. A., Polman, E., & Maslach, C. (2010). Can confidence come too soon? Collective efficacy, conflict and group performance over time. Organizational Behavior and Human Decision Processes, 113(1), 13–24. https://doi.org/10.1016/j.obhdp.2010.05.001
    • Longitudinal study
    • Operationalized confidence as collective efficacy
    • Found that surface level diversity decreases collective efficacy, higher collective efficacy was related to decreased process conflict at later time points, and process conflict at the last time point was negatively related to group performance but ending collective efficacy had a positive relationship

Key Measurements

  • Short et al 2005: Collective Efficacy Questionnaire for Sports (CEQS) 5 subscales 20 items total, four per subscale, Ability subscale operationalized as a measure of team outcome confidence, alpha for ability subscale = .93

Recent Articles

  • Driskell, J. E., Salas, E., & Driskell, T. (2018). Foundations of teamwork and collaboration. American Psychologist, 73(4), 334–348. https://doi.org/10.1037/amp0000241
    • Discussed training and approaches that enhance teamwwork.
    • Argued motivation & confidence building encourages continued social support which enhances positive afffect and builds team morale.
  • Maruping, L. M., Venkatesh, V., Thatcher, S. M., & Patel, P. C. (2015). Folding under pressure or rising to the occasion? perceived time pressure and the moderating role of Team Temporal Leadership. Academy of Management Journal, 58(5), 1313–1333. https://doi.org/10.5465/amj.2012.0468
    • Examined how perceived time pressure affects team processes and the subsequent team performance.
    • Found that under strong team temporal leadership the effect of time pressure are positive, time pressure in small amounts can increase team motivation.
  • Killumets, E., D’Innocenzo, L., Maynard, M. T., & Mathieu, J. E. (2015). A multilevel examination of the impact of Team Interpersonal Processes. Small Group Research, 46(2), 227–259. https://doi.org/10.1177/1046496415573631
    • Examined the role of interpersonal processes in the decision to stay with an organization.
    • Findings were consistent with Mathie et. al research that interpersonal team processes (including motivation& confidence building) positively impact team performance.