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Personality is defined as individual stable and unique pattern of thinking, acting, reacting and feeling towards social environment. Some people prioritize harmony in social relationships while some people are interested in dominance and power. On the other hand, some people are imaginative and possess unconventional ideas. These traits affect the individual, work related and interpersonal behaviors within an organization. In other words, personality is a set of distinctive personal feature and characteristics that include competencies, attitudes, emotions, and interests. (Gordon, 2001).
Team dynamics are unforeseen forces operating between groups or people. Typically, team dynamics strongly influence the method a team behaves performs or reacts. Team dynamics are created based on the personalities of the team, and working relationship with people. Typically, the team dynamics is an effective tool that can be used to tap skills of different group of people. Increasing number of organizations has identified that individual personality differences is an effective tool that affect team dynamics.
Objective of this paper is to investigate how individual differences in personality have been able to affect team dynamics.
Discussion
Peterson, Smith, Martorana, et al. (2003) identify team composition as overall mix of features and characteristics of two or more individuals who interact individually in order to achieve common objectives. Team composition can be either homogenous where all members have the same attributes and personalities or heterogeneous where team members possess significant different personalities or attributes. In essence, differences in attributes are the key factor that influences team performances. The attributes of team member include skills, competencies, ability and experiences. Combination of these attributes dictates the overall performances outcomes of a team.
Lee, (2006) supports this argument by pointing out that team performances depends on the qualities of the group and these qualities are the major factors...
Mello and Martin (2006) point out that heterogeneous team perform better than homogenous team because of the mixture of attributes, traits and performances. For example, a team that composes of demographically diverse attributes is likely to use divergence idea to achieve team objectives. In other words, heterogeneous team delivers a wider variety to solutions to a given problem.
Typically, people differ in their behaviors. For example, internalizers are able to control their actions and lives. On the other hand, externalizers believe that other should control their lives and advancement. In these perspectives, organizations can form a team that composes of internalizers and externalizers to enhance a team dynamics. Internalizers are able to implement advancement strategies while the externalizers rely on the guidance of other member of the team.
Gordon, (2001) differentiates characteristics of Type A from Type B individuals because these personalities reflect individual competitiveness, perfectionism, achievement as well as ability of individual to relax. Type A individual do things quickly, always feel rushed, often hostile and angry. On the other hand, Type B are individuals who always feel relaxed, express their feelings and are able to do one thing at a time. Type A can demonstrate higher job involvement, attendance and effort than a Type B group of individual. Moreover, Type A individuals is competitiveness, and multitaskers who will like to win at all times. In essence, the positive part of Type A behaviors can enhance team dynamic which enhance overall organizational performances.
Model of introversion - extroversion also provide another differences in individual that can affect team dynamics. The model classifies people based on the level of interaction. The introverts are quiet individuals, able to achieve concentrations, tend to be shy, work contentedly alone and dislike disruption. These set of individuals have ability to develop ideas and concentrate intensely, which tends to be inwardly directed and…
References
Barrett, R.D. (2013). Dynamics of Interagency Teams. Military Review.93(2): 53-61.
Grant, A. Gino, F. And Hofman, D.A. (2013). The Hidden Advantages of Quiet Bosses. Harvard Business Review.
Handa, M.H. And Aastha, G. (2014).Employee Engagement: Does Individual Personality Matter. Journal of Management Research. 14(1): 57-67.
Lee, S.K. (2006). Investigation of team Dynamics and Group Performances in the Product Engineering Process. Massachusetts Institute of Technology.
The personnel performance and human motivation components of the study of organizational behavior also date back to the late 19th and early 20th century work of theorists like Max Weber and to the 20th century works of Douglass McGregor and Abraham Maslow (George & Jones, 2008; NAU, 2010). Weber outlined the most productive breakdown of organizational hierarchies, elements of working groups, and the relationship between individual employees and their supervisors.
Besides being the process through which information is exchanged throughout the organization, communication is a critical job skill because it directly influences the management of interpersonal relationships. This is true at the organizational as well as the individual level. Indeed, this is precisely the reason why organizations need to focus on important aspects of effective interpersonal communication, including communication systems, perception, verbal and nonverbal communication, networks and channels, listening
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