Team Adaptability Case Study

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Arnulf, J. (2012). Organizational change capacity and composition of management teams: A visualization of how personality traits may restrain team adaptability. Team Performance Management, 18(7/8), 433-454. doi: 10.1108/13527591211281156
The author, from the Department of Organization and Leadership of the BI Norwegian Business School, studied ten management teams over three years. The purpose of the study was to examine the impact of personality traits, specifically strong personality traits, in terms of the ability of managers to adapt to changes. The personality types were determined using the Cattrels’s 16PF5 method. The case study data was based upon a critical market shift and need for change as defined by 33 observation points and analyzed through a regression equation model of two-dimensional space. The results suggested that intra team traits showed habitual responses. In addition, traits of intelligence and stability resulted in improved post challenge response, other strong traits resulted in
The study included 81 students to determine personality and behavioral complexity as deterministic of the team’s ability to execute different leadership roles and effectiveness. Specific research question included, “How does managing people leadership profile relate to team effectiveness?” The results suggested that the teams with the higher the behavioral complexity experienced greater success. The results also showed a direct correlation between this specific behavioral skill and effectiveness. The applicability of the study results suggests that engineering students, or engineers-to-be, have personality traits that include complex behavioral skills which can result in successful leadership, including self-management team scenarios, and is achievable through assessment and training, such as

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