The influence of team composition on team performance and dependence on Task complexity

This paper describes the results of two field studies investigating the effect of team composition on team performance and its dependence of the type of task the team faces. Following a review of the team literature the hypothesis that heterogeneous teams outperform homogeneous when faced with complex tasks, but heterogeneity is expected to be detrimental for less complex tasks is presented. The studies have been carried out at Ford Motor Company in the departments for Body Manufacturing Engineering in Cologne and Diesel Engine Product Development in Dunton. This represents a real world setting of the analysis of team composition and performance. Team composition was operationalised using the BELBIN Team Role model (Belbin, 2000). The respective Line Managers rated team performance, and an Expert Panel consisting of a group of Managers assessed task complexity. The results of both studies show a clear relationship between team composition, complexity of task, and team performance as predicted by the hypothesis. Some of the data reinforce current literature on team research and results provide evidence to support a number of accepted theories of effective teamworking.