The impact of feedback -induced self -attention on antecedents of team performance

Performance in the context of teams is complex in that team members must process different layers of information in order to perform effectively. The phrasing and presentation of performance feedback can direct team members to attend to particular aspects of team functioning. This study was conducted to determine the impact of feedback characteristics and self-attention on antecedents of team performance. Results revealed that recipients of individual-oriented feedback demonstrated more self-attention and less motivation towards team concerns than did recipients of team-oriented feedback. Teams that received feedback in public demonstrated more mental model sharedness than did teams that received feedback in a non-public setting. In addition, feedback orientation and administration interacted to affect adaptive team performance outcomes. The effects of feedback nature were evident when examining collective efficacy. Specifically, team collective efficacy and motivation towards team concerns increased as feedback nature became more positive. Collective efficacy and mental model sharedness were also found to account for significant variance in adaptive team performance.