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Organizational change capacity and composition of management teams: A visualization of how personality traits may restrain team adaptability

机译：组织变革能力和管理团队的组成：人格特质如何限制团队适应性的可视化

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Purpose - The purpose of this study is to show that the presence of strong personality traits in management teams may have limiting effects on the teams' ability to adapt to critical changes in their business environments. Design/methodology/approach - The financial operations characterizing ten management teams have been traced over three years, and the personalities of all managers were measured during the first phase of the project. A critical incident in the market signalled a need to adapt after about 20 months. The ensuing adaptation was analysed and related to the presence of strong personality traits, plotting all data in two-dimensional space to visualize the relationship between personality and business operations. Findings - The intra-team maximum traits were systematically related to a tendency to perform habitual business in the teams. Only intelligence and stability were related to better performance after the crisis, suggestion that other strong traits may impose rigidity. Research limitations/implications - The sample is limited to ten management teams, but these are followed for three years through 33 observation points. Also, a visualization technique based on factor analysis is used in addition to regression equations as one of the main methodological tools. Practical implications - Managers composing teams should observe the presence of strong traits and take action to prevent obstructing adaptation after crises. This knowledge may induce efforts to overcome rigidity and understand the value of reftection-in-action for teams. Originality/value - The paper presents a new way of conceptualizing the role of personality in management teams and shows its immediate impact on business performance in a real-life setting.
机译：目的-这项研究的目的是表明管理团队中强烈的人格特质的存在可能会限制团队适应其业务环境中的关键变化的能力。设计/方法/方法-在过去的三年中，已对表征十个管理团队的财务运作进行了追踪，并在项目的第一阶段对所有经理的个性进行了评估。市场上的重大事件表明大约20个月后需要适应。分析了随之而来的适应并与强烈的人格特质的存在相关，将所有数据绘制在二维空间中以可视化人格与业务运营之间的关系。调查结果-团队内部的最大特征与团队中进行惯常业务的倾向有系统地相关。危机过后，只有智力和稳定性与更好的表现有关，这表明其他强大的特征可能会强加刚性。研究的局限性/意义-样本仅限于10个管理团队，但通过33个观察点对这些团队进行了为期三年的跟踪研究。此外，除了回归方程式以外，还使用基于因子分析的可视化技术作为主要方法工具之一。实际意义-组成团队的管理人员应观察强烈特征的存在，并采取行动以防止危机后阻碍适应。这些知识可能会促使人们努力克服僵化并了解团队在行动中反思的价值。原创性/价值-本文提出了一种概念化管理团队中角色角色的新方法，并显示了其在现实环境中对业务绩效的直接影响。

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