The Relationship of Accountability and Interdependent Behavior to Enhancing Team Consequences

Patricia M. Fandt

42 citations0/0 files storedGroup & Organization Studies

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Team Dynamics and Performance Job Satisfaction and Organizational Behavior Social Power and Status Dynamics

Abstract

The study examines a relationship that links accountability and interdependent behavior to enhanced team consequences. The high-accountability teams relied on more interdependent behaviors, experienced greater satisfaction with their team, and expressed higher success than low-accountability teams. Implications for practicing managers and for strengthening training programs are discussed.

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1974Book Reviews: Kerlinger, Fred N. Foundations of Behavioral Research. (2nd ed.) New York: Holt, Rinehart and Winston, 1973. 741 + xx pp. $13.95 1980Heuristic versus systematic information processing and the use of source versus message cues in persuasion.2003Educational Leadership 1974Self-monitoring of expressive behavior.1978Handbook of Research Design and Social Measurement.1978A Contingency Model for the Selection of Decision Strategies 1985Accountability: The neglected social context of judgment and choice.1989Teamwork: What Must Go Right/What Can Go Wrong

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1999Human Resources Management: Some New Directions

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