The combined role of conscientiousness, social networks, and gender diversity in explaining individual performance in self-managed teams

Abstract Despite the prevalence and value of self-managed teams, questions remain about the factors that influence how team members perform in contexts where there is no formal leader to give advice and provide support. Drawing on social network, diversity and personality theories, this study enhances our understanding of the role of individual and group factors in shaping individuals' performance in these teams. Based on three time-lagged data collections, including two surveys from 70 self-managed project teams, we found that conscientious team members perform better because they have more instrumental network ties (i.e., they provide task advice). We also found that having more expressive ties (i.e., being liked) compensates when a team member is not able to give advice, most likely because s/he provides more socio-emotional support to team members. Finally, expressive ties are more important in gender homogenous teams, possibly because socio-emotional support has greater value when from similar team mates.