Dynamics of Performance in Newly Formed Teams: A Multilevel Latent Growth Approach

Although team performance is crucial to organizational success, the role of social processes on the baseline and trajectory of team performance in newly formed teams remains largely unknown. Applying stress-as-offense-to-self theory, this study investigates how perceived team performance evolves over time and how individual- and team-level offenses or boosts to the self via appreciation, distributive justice, illegitimate tasks, and team meeting attitudes affect its initial level and subsequent development. Using longitudinal data from 49 student project teams, our findings support a positive performance trajectory and emphasize the importance of early perceived social dynamics on team performance throughout the collaboration process.