Linking Team Condition and Team Performance
research has not frequently explored
the relationship between team condi-
tion and the transformational leader-
ship behavior of the leaders and their
consequences on team performance,
this study perhaps offers comprehen-
sive understanding in teamwork-based
practices in the construction industry.
On the whole, this investigation pres-
ents a practical framework by means
of clarifying the particular function of
team building, transformational lead-
ership, and team performance in the
teams performing in the construc-
tion industry. Furthermore, the study
reveals that transformational leadership
has a mediating role on the relation-
ship between team condition and the
performance of teams. Likewise, the
study offers an extensive theoretical
contribution by featuring the research
model in a new setting; that is, the
team condition–transformational lead-
ership based leader develops a team in
the context of the construction indus-
try. Corresponding to the statement
by Whetten (1989, p. 493), that “the
common element in advancing theory
development by applying it in new set-
tings is the need for a theoretical feed-
back loop. . . new applications should
improve the tool, not merely reaffirm
its utility, the current research is aimed
at theoretical re-conceptualization and
methodological validation for con-
struction teams in general. The study
evaluated six extracted attributes from
the literature to measure the condi-
tion of construction teams and scored
their share on teamwork performance
from the team leader’s point of view.
The results indicate that all six attri-
butes are vital to teamwork evaluation
and relatively significant in facilitating
team overall performance. In addition,
the importance of the team condition
refers to an adequate focus on team
performance and the leadership behav-
ior of leaders. The second-order per-
spective of teamwork features the
demand for team leaders to build and
develop their teams across all dimen-
sions, because failing to attain one
dimension may act as the basis to
exhaust other dimensions.
In summary, the current study shows
that the six extracted attributes used—
to measure the condition of construction teams are positively related to their
performance. In addition, the transformational leadership behavior of team
leaders correlates in a positive direction with team performance across the
criteria used in the analysis. Moreover,
transformational leadership has a mediating relationship between the environments in which teams are performing
and the overall team achievements.
Accordingly, transformational leadership has an augmentation effect across
individual-level contextual and team-level performance. Overall, the results
support the belief that transformational
leaders in the construction industry
lead their teams to achieving higher
levels of performance. We believe that
our framework adds insights into a
practical problem among the teams in
construction organizations and can be
a useful tool in clarifying the mechanisms linking team condition and team
Limitations and Future Research
This research has some limitations that
present a direction for future study.
This study was conducted within con-
struction teams in Malaysia as a spe-
cific context; therefore, more research
is required to determine how accurate
the findings of this research are in other
countries as well as in other industries.
Furthermore, effective variables that
might help clarify the predictive power
of the model should be investigated
in future research. Although the pres-
ent research model explains 55.3% of
the variance in team performance, it
is probable that team efficiency could
be further enhanced by integrating
other additional constructs, such as
trust among team members in tempo-
rary organizations, which has been also
highlighted by Chou, Lin, Chang, and
The authors would like to acknowledge
Universiti Sains Malaysia for providing
the RUI Grant No. 1001/PPBGN/816283
as financial support to conduct the
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