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Please use this identifier to cite or link to this item: http://hdl.handle.net/11375/5397
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dc.contributor.authorTaggar, Simonen_US
dc.contributor.authorMcMaster University, Michael G. DeGroote School of Business, Innovation Research Centreen_US
dc.date.accessioned2014-06-17T20:50:38Z-
dc.date.available2014-06-17T20:50:38Z-
dc.date.created2013-12-23en_US
dc.date.issued1997-04en_US
dc.identifier.othermint/44en_US
dc.identifier.other1043en_US
dc.identifier.other4943625en_US
dc.identifier.urihttp://hdl.handle.net/11375/5397-
dc.description<p>31, [9] leaves ; Includes bibliographical references (leaves 24-31) ; "April, 1997."</p>en_US
dc.description.abstract<p>A recent Conference Board of Canada study concluded that the competitive edge today often comes from people-related factors (Gibb-Clark, 1995). Many organizations have tried to achieve a competitive edge by selecting creative people, putting people in teams to facilitate problem solving and offering creativity training. But what are the traits and behaviours that these organizations try to select for, facilitate and develop? Do teams that perform a variety of different tasks, perform better when they have creative people? We studied autonomous work team members that had been working together for 13 weeks. We found that extroverted and intelligent individuals are evaluated by fellow team members as being more creative than introverted and less intelligent individuals. We did not find support for the use of openness to experience, agreeableness, conscientiousness or neutroticism as predictors of creativity in autonomous work teams. Creative team members were found to exhibit specific types of behaviours. The greater the team's creativity, as determined by averaging each team member's peer-assessed creativity score, the better the team performs. Implications of these findings for the staffing and development of effective teams are discussed.</p>en_US
dc.relation.ispartofseriesWorking paper (Michael G. DeGroote School of Business. Innovation Research Centre)en_US
dc.relation.ispartofseriesno. 64en_US
dc.subject.lccSelf-directed work teams Personality Intellect Creative abilityen_US
dc.titleIntelligence, personality, creativity and behaviour: the antecedents of superior team performanceen_US
dc.typearticleen_US
Appears in Collections:MINT (Management of Innovation and New Technology) Research Centre Working Paper Series

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