How much do you care for the people you work with? For the majority of us, work is all about executing individual tasks and sticking to our own cubicle. We like our daily routine, because it is familiar to us, but little do we want to know about what happens in other cubicles on the same floor. However, as much as we might enjoy having a quiet day at work, unchallenged activities make us poor performers. While we may not notice our own apathy and lack of involvement, people around us may well do so.
As it goes, discussing team performance and performance management gives due attention to means and measurements that address staff qualities. This is understandable, as a great part of the overall productivity is attributed to the quality and effort invested by team members into their work. Also, there is a reasonably larger number of team members, than there are team managers and leaders. This assumption provides a healthy premise for investing in research that aims for boosting performance through stimulating staff qualities. Nevertheless, when discussing team efficacy, one cannot and should not overlook the effect team leaders have on the overall performance.
Knowledge has an important impact on performance level in various ways and in different situations, such as changing and adapting organizational processes when requirements shift (Kogut & Zander, 1992; Nonaka &Takeuchi, 1995; Teece et al., 1997).
