Analyzing Teamwork and Its Impact on Employee Motivation in Malaysia

This report presents a comprehensive literature review and analysis of the impact of teamwork effectiveness on employee motivation, specifically within the Malaysian context. The study delves into key concepts such as teamwork, motivation, leadership, communication, team trust, and recognition & reward. It explores various teamwork theories and models, including Tuckman's Theory, Belbin's Model, T7 Model, GRPI Model, Heckman Model, and the Lafasto and Larson Model. The report also examines empirical studies conducted in Malaysia and globally, providing insights into the practical implications of teamwork on employee motivation. Furthermore, it establishes a conceptual framework, highlighting the relationships between leadership, communication, team trust, and employee motivation. The research aims to understand how these factors collectively influence employee engagement, productivity, and overall organizational success. The report includes an extensive reference list, providing a foundation for further research and exploration of this crucial topic. The assignment also contains a questionnaire on the impact of teamwork on employee motivation.

Impact of Teamwork Effectiveness on Employee
Motivation in Enrichment Centre at Malaysia
Table of Contents
2.0 Literature Review.. 3
2.1 Definition of Key Concepts. 3
2.1.1 Teamwork. 3
2.1.2 Motivation. 4
2.1.3
Leadership……………………………………………………………………………...3
2.1.4
Communication………………………………………………………………………...3
2.1.5 Team Trust……………………………………………………………………………..3
2.1.6 Recognition & Reward…………………………………………………………………
3
2.2 Critical Review of Teamwork theories and models. 6
2.2.1 Tuckman Theory. 6
2.2.2 Belbin’s Model 7
2.2.3 T7 Model 8
2.2.4 GRPI Model 9
2.2.5 Heckman Model 11
2.2.6 The Lafasto and Larson Model 12
2.3 Empirical studies. 13
2.3.1 Empirical studies in Malaysia. 13
2.3.2 Empirical studies Global 15
2.4 Conceptual Framework……………………………………………………………………18
2.4.1 Leadership & Employee
Motivation…………………………………………………..19
2.4.2 Communication & Employee
Motivation……………………………………………..19
2.4.3 Team Trust & Employee
Motivation………………………………………………….19
2.4.4 Communication & Employee
Motivation…………………………………………….19
Reference List 19

2.0 Literature Review
2.1 Definition of Key Concepts
2.1.1 Teamwork
Hu and Liden (2015) opined that teamwork is the collaborative effort of a team towards
achieving a common goal or completing a particular task in efficient and effective manner.
The members of a team work interdependently towards achieving the common goals of the
team. Moreover, teamwork presents the context, where group of people work together in
collaboration with each other for achieving the common organizational goals. Teamwork is
the practice of working collaboratively with a group of employees for achieving common
organizational goals. Moreover, in teamwork, the team members work in collaboration with
each other and have their interdependence on each other. However, Choi, Kim and Kang
(2017) argued that despite of interdependence, the team members must have their individual
skills for better achieving the organizational goals in unique way. Weer, DiRenzo and
Shipper (2016) stated that teamwork is the joint activities by the group of people in which
the individual interest of the employees is subordinated into group efficiency and unity and
harmonized effort. Moreover, the individual skills and strengths of the individual team
members are joined together with shared goal for achieving the overall team goal.
Dong et al. (2015) opined teamwork is the cooperation among the group of employees,
which is intended towards sharing the ideas and skills for achieving the common
organizational goals. However, the willingness of the employees to cooperate with each
other stems from the relationship of the team members with each other. Barrick et al.
(2015) teamwork is the coordinated and cooperative effort on the part of a group of
employees, who work together as a team and through the interest of common cause.
However, teamwork needs that all the workers in a team put fair and adequate share to the
workload towards accomplishing the common goals of their organization or association.
Howard,Turban and Hurley (2016) mentioned that teamwork at the workplace is the joint
efforts of the employees, who work collaboratively cohesively for creating a positive
atmosphere at the workplace for achieving common organizational goals. The support of the
team members for each other is highly dependent on their relationship and individual skills.
Costa, Passos and Bakker (2015) teamwork is a collaborative working practice, where the
individual employees work together in highly cooperative working environment for achieving
the common organizational goals through sharing skills and knowledge. Such cooperative
working practice allows the ordinary employees to achieve some extra-ordinary work goal.

Jia et al. (2014) teamwork is the process of putting the individual efforts of the employees
into the group efforts for achieving the broader perspectives of overall organizational goals.
The team members must have adequate skills and capabilities and their interaction with
each other should be flexible for achieving the team goals.
Sommer, Howell and Hadley (2016) pointed out that teamwork is the joint effort, where a
distinguishable set of employees interact with each other interdependently, dynamically and
adaptively for achieving common organizational goals. However, the effectiveness of
teamwork requires willingness of the team members to share their ideas and skills with each
other’s. Lin, Wu and Ling (2017) opined that teamwork is the interdependent acts of the
team members, which converts inputs into outputs through verbal, behavioral and cognitive
activities directed towards achieving common organizational goals. However, team members
require proper communication among each other for achieving common goals.
2.1.2 Motivation
Li, Chiaburu and Kirkman (2017) stated that motivation defines the external and internal
factors, which stimulate the energy and desire of the employees to be continually committed
and interested in a job role for attaining the job goals. Moreover, it becomes the reason for
acting and behaving in a particular way. Kanfer and Chen (2016) pointed out that motivation
acts as the stimulator for the needs, desire and action of the people, which stimulates the
employees to behave in a particular manner and encourage the employees to repeat the
behavior. It is generally resulted from both unconscious and conscious factors like intensity
of needs, incentives of goals and expectation of individuals and their peers. Anitha and
Begum (2016) stated that motivation is the process that initiates with psychological and
physiological deficiency or need, which activates or drives the behavior towards a goal. It is
always internal to the employees and it is externalized through their behavior. Wang,
Waldman and Zhang (2014) pointed out that motivation is the willingness of the employees
towards exerting high levels of efforts for meeting organizational goals as well as satisfying
some individual needs. It stimulates the willingness among the employees towards
performing some behaviors in a specific manner. Moreover, motivation enhances the
enthusiasm within the employees towards achieving any particular goal.
According to Boxall, Hutchison and Wassenaar (2015), motivation is the outcome of the
processes, external and internal to the individual, which arouses persistence and
enthusiasm among the employees for pursuing some source of actions. The process of
motivation stimulates the employees towards initiating a particular action. Furthermore, the
factors of motivation become the reasons for behaving in a certain way. Grille, Schulte and
Kauffeld (2015) mentioned that motivation creates willingness among the employees
towards performing at the best of their abilities. However, the stimulus must be aroused for

motivating the employees towards achieving the goals. Moreover, motivation is the influence
or force, which causes the employees to do some works. As per Idris, Dollard and Tuckey
(2015), motivation is the level of desire that an employee feels to perform a particular job
regardless of their level of happiness. The employees, who are highly motivated, can be
highly productive and engaged in their job role. Hence, motivation drives the employees to
work at their best for achieving overall organizational goals. Bai, Lin and Li (2016) stated
that motivation is the psychological phenomenon within the employees that encourage the
employees towards initiating a particular action. It is simply the willingness of the employees
towards exerting best effort for accomplishing any particular job. von Bonsdorff Et al.
(2015) opined that motivation is the inner state of the individuals’ minds that direct and
activates certain behaviors. The process of motivation instigates, maintains and guides goal
oriented behaviors within the employees. Kim, Pathak and Werner (2015) mentioned that
motivation is the desire, incentives and ambitions, which pushes the employees to take
certain action, performing work and accomplishing goals. However, the desires and
incentives often depend on external stimulators.
2.1.3 Leadership
Bolden, (2016) suggested that, Interdependence of employees and leader bring forward the
actual aspects of leadership as needed. It is to make sure that there is proper attested
application for every concerned objectivity presented by the management of an organisation
which will in the end result in the betterment of the organisation and the society.
There are situation in organisations which are needed to be handled with care in order to
make sure that the organisational workers get to their objectivity as a whole for a successful
organisational work. Keeping in context with the views of Maxwell (2018) it is seen that he
described leader primarily in three important position.
1. “A great leader’s courage to fulfill his vision comes from passion, not position.” John
C. Maxwell
2. “Leadership is not about title, position or flowchart. It is about one life influencing
another.” John C. Maxwell
3. “All there is one who knows the way, goes the way and shows the way” John C.
Maxwell
In general context of competitive organisations all around society in providing of fascinating
idea to understand the importance of those define leadership. Jamal and Abu Bakar, (2017)
inferred that, every aspect of Organisation in society have made clear that without leadership
there cannot be enough opportunity gained by the general workers in the context. Leaders in
society as well as an organisation do not become a leader suddenly. King, (2013) evaluated
thatTo become a leader and proposes to leadership quality one must be clear enough to
understand his need as well as his reviews for the development of the organisation or any

institution he or she is guiding. Hope (2018) evaluated that, objectivity of leaders in society
and organisations is not only to guide the employees to their expected position, but also to
understand that it is the leader who has the sole understanding of effectiveness and
efficiency in work environment.
2.1.4 Communication
As supported by Abu Bakar and McCann (2016), the aspect of the communication relates to
the two way process of reaching to a mutual understanding over decision made in
conversation with effectiveness. Exchanging of the information, news and facts related to a
general context is called communication. The communications in response to the
organisations in society are somewhat similar. Mahomed and Shah, (2015) in their article
said that, it is seen that that in organizational communication there is sending, receiving and
executing ideas presented from one end to another. The organizational communication and
other facts of communication can be verbal, Non verbal and behavioral. Any form of
communication plays and important role in the management ot make the effective work of
the organization come to play. Without communication organization and society or two
people become unaware of the general context resulting in the worse decision making
procedure.
Daud et al. (2018) inferred that the concept of organizational communication didn't came into
large focus until the year 1950, when there was an urgent need of making information and
the other facts in the organization clear to every members working with ultimate
effectiveness.
Making creativity and adaptation procedure possible is one of the important aspects
presented by the communication in every context. It is seen that the management which
uses the communication theory and other sense of communication with each other are more
effective in procuring their objectives. As per the view of Bakar et al. (2014), to build a proper
interactive environment is also seen as one of the objective of communication in
organization and therefore we can say that social world is dependent on how well
communication can be presented. Providing of instruction to the management workers from
the top level managers are placed in the hand of the people who are effective
communicators. Saad and Majid (2014) presented in their article that, communication in
whatever context it is seen, present its aura of importance towards success both directly and
indirectly
2.1.5 Team Trust
Trust seems to the one that makes every work in organization and society run without
complexity. It is the trust has brought forward opportunity to make work done with minimum
extension of time. In general context we observe that opportunity and work dimension are
directly related to trust among each other. Pangil and Moi Chan (2014) in their article that the

trust among team member is literally called the team trust. However, it must be noted that
the team trust is not something that can be provided with initial stage of operation. It must be
inculcated in the tea by the initiative of the leaders.
Ahmad et al. (2017) suggested that aspect of team trust is seen as collective effort for the
greater good of the organization and making successful operation possible for long run.
Contribution, views and ideas are valued by the team members when there is a sense of
trust among them. Confidence increase with the support of team trust minimising the fears of
back bitching, tantrums of not working and undermining of others.
Respect among the employees, workers and members of an organization are positively
impacted by the mending of team trust. In their article Kassim and Nor (2017), inferred that
to recognise the exact skill and to provide importance to that skill there must be team trust
which allows a sense of respect on the skill possessed by others in the team and ion the
organisation.
Trivisonno and Barling, (2016) in their article that the overall importance of team trust can be
seen in the process of managing the workforce in the society. There are opportunities where
it is seen that the team trust make clear indication over the development of the workplace
strength in the field of morale. Yee et al. (2015) inferred in their article that, the team trust in
the society and organisation has positive impact over the development of satisfaction among
members. The turnover in the organization therefore goes down with every bit of increase in
the team trust.
2.1.6 Recognition & Reward
Mohd Din et al. (2017) in their work presented that monetary consideration or anything in
excess of the actual amount that is expected by one is always appreciated. Considering the
fact that every organisation has employees who deserve something in return out of their
extreme work routine, recognition and reward plays an important role. In very general it may
seem that recognition and reward are both similar, but there is a huge gap between both
term. Yee (2018) in his article consider that, keeping aside the differences between the
meaning of reward and recognition we see that the objective of both the form of motivation
relates to the development and safeguarding of employee satisfaction level.
By understanding tangibility of reward we see that monetary confirmation through a specific
amount remains to be the prime example. On the other hand recognition is intangible where
the nature of providing the knowledge about one person in front of others proves to be
priceless in value. As supported by Liyana and Khalil (2015), organisation and Society profile
recognition in order to make sure that the employees get to understand that they are being
made example in front of other organisational what caused due to their work performance.
With the kind attitude by the management towards the employees the organisation can make
sure that other members aim towards the recognition resulting in increase of the productivity.

Tufail et al. (2016) suggested that, providing reward makes employees happy. This also
helps in resulting workplace among them a happy and merry place to work. Creating such a
harmonious situation through the reward system brings out the best among the workers in
the organisation. The reward system in an organisation acts towards bringing out the sense
of ethical pride and comfortableness. Ahmadi et al. (2016) inferred that, providing such
recommended reward to the Employees there is a sense of confidence and self resilience.
2.2 Critical Review of Teamwork theories and models
2.2.1 Tuckman Theory
According to Lo Coco et al. (2016), Dr. Bruce Tuckman invented the theory of teamwork in
the year 1965. The success of team is highly dependent on the composition of the team
members through the priority behavior.Betts and Healy (2015) further stated that the group
linearly progress through five stages of team development process like forming, storming,
norming, performing and disbanding.Collaboration and cooperation within the team lead to
motivation of work among the team members.
Tuckman’s Theory reflects on the way through which a team tries to tackle task from its
initiation through its completion. The theory has explained the five stages of team
development process, which are namely forming, storming, norming and disbanding. Each
stage of the theory is associated with the challenges that a team may face in completion a
job. Raeset al. (2015) opined that the stages of the theory are also associated with suitable
strategies for overcoming the issues and enhancing team effectiveness. In forming stage,
the team leaders play dominant role in properly assigning the job role and making bonding
among the team members. Hence, properly bonding and clear job role leads to motivation
for the team members towards working harder in performing stage. In this way, Tuckman
theory is linked with the level of employee motivation in organizations.
Tuckman’s theory demonstrates the way of team development through five stages name
forming, storming, norming, performing and adjourning. Forming stage is associated with
formation of a team intended to work for a particular project. According to Seck and Helton
(2014), the team members remain positive and polite in forming stage, where they are
anxious and simply excited about the task ahead. In this stage, the team members get the
overview about their task. However, Betts and Healy (2015) opined that the team leaders
must play dominant role in assigning roles and responsibilities to the team members. Proper
assignment of job roles to the expert team member motivates them to master their known
jobs. In storming stage, the team members are highly inclined towards conflicting with each
other regarding the working style.

Green, Torkar and Feldt (2017) stated that the team leader must allow the team member to
freely share their opinions regarding their working styles. It definitely resolves the team
conflicts and motivates them to concentrate on their job roles. In norming stage, the team
members start to cooperate with each and their each other’s values. Most importantly, the
team leaders provide autonomy to the team members for working independently. However,
Betts and Healy (2015) argued that Tuckman model does not demonstrate the way of
failure to achieve success or showing outstanding performance. As per Lo Coco et al.
(2016), performing stage of Tuckman theory demonstrates the state, where the team
members work as unit and show full energy for achieving the common team goal.
Independent and autonomous work environment motivate the team members towards
performing at their best.
2.2.2 Belbin’s Model
According to Borek and Abraham (2018), Dr Meredith Belbin invented the theory of
teamwork in the year 1981.Team role is the tendency of the team members to contribute,
behave and interrelate with others through a particular way. According to Kirk-Lawlor and
Allred (2017), the success of team is highly dependent on the positive contribution of each
team member.Individual team member occupies a particular team role in a team.Team
performance improves, while team members identify, share and discuss their individual team
roles with each other.
Belbin’s theory is directly associated with creating a more balanced working team for leading
team success. As per this theory, each team member can put their best effort and strength, if
they are provided with a particular and right team role. Moreover, according to this their each
team member plays individual team role for reaching as the ultimate team success. These
roles are like Resource Investigator, Co-coordinator, Team worker, Monitor Evaluator, Plant,
Specialist, Implementer, Shaper and Completer Finisher. Everyone in the team has a
preference for one or more roles for behaving in natural way in their team. Hence, right
delegation of team role to the right person result in motivation for the team members for
performing at their best. Delegation of specific team role to the team members promotes
learning opportunities for the team members (Borek and Abraham 2018). In this way, the
team members become motivated to work through getting a learning opportunity of playing
team role.
As per Belbin theory, individual team member plays individual team roles for leading the
team success. Resource investigators develop ideas, explore the available options and
negotiate resources on behalf of the overall team. However, they may sometimes be over
optimistic regarding the resource availability for the team. On the other hand, Kirk-Lawlor
and Allred (2017) opined that team workers support and maintain the togetherness among

the team members for achieving the common team goal. Conversely, such team member
can be indecisive in crisis situation that can hamper the team performance. Team
coordinator identifies the values of each team members individually and delegates the job
roles to them effectively. Yet, the manipulative nature of such team members may offload
their contribution of work.
According to Bossuet al. (2017), the team member assigned with plant role are more likely
to come up with innovative approaches and ideas from leading innovation in team work.
However, any ignorance of incidentals by such team members may result in lack of team
effectiveness. Monitor evaluator plays the role of analyzing and evaluating the innovative
ideas of other team members for selecting the best idea. Specialists have the special skills
and knowledge for maintaining their professional status. Shapers adopt challenging
approaches for solving the issues in the team. However, such team members can be
influenced by different kinds of provocations. Borek and Abraham (2018) pointed out that
implementers actually implement the innovative ideas and approaches into real plan for
leading team success. However, Kirk-Lawlor and Allred (2017) mentioned that the
slowness of such team members towards responding to new possibilities can result in
decreased team performance. Completer Finishers are concerned about ensuring
completion of team project in flawless and timely manner.
2.2.3 T7 Model
Anitha and Begum (2016) stated that Michael Lombardo and Robert Eichinger discovered
this theory in the year 1995. The effectiveness of team performance is highly dependent on
team support for the team from the organization.The success of team and team performance
is entirely dependent on the fit of the leader in the team.Various external and internal factors
influence the performance level of the team members.
T7 model of teamwork demonstrates the key facets that influence the performance level of
the team members. Moreover, the fulfillment of such facets motivates the employees within a
team to work at their best. The internal factors like thrust, talent, trust, task skills and teaming
skills have huge contribution in leading team success. Moreover, the common purpose
within a team motivates the team members to work in particular way. As per this theory, the
collective skills of the team members enhance the team spirit towards resolving any complex
team job (Grille, Schulte and Kauffeld 2015). Furthermore, the team support from the
leaders highly encourages and motivates the employees in the team to work at their best.
As per Belbin theory, the success of team is dependent on five internal team factors and two
external team factors. Anitha and Begum (2016) pointed out that the thrust of common
team purpose gives the team members clear direction of working and achieving the common
team goal. However, the team leaders must be able to allocate clear roles to the team

members for directing them towards common team goal. The team members must have
adequate trust on each other for working in a collaborative manner. The trust of the team
members encourages the team members to share their skills and ideas with each other for
collaboratively achieving team goal. Furthermore, Sommer, Howell and Hadley (2016)
stated that the talent and collaborative skills of the team members facilitate them to achieve
team goal easily. However, the team members must be willing to cooperate with each other
for sharing their skills and talents with each other. The team members must be willing to
accept the teaming skills and task skills for operating efficiently and effectively for performing
as team. On the other hand, Kanfer and Chen (2016) opined that the external factor like
team support from the organization enables the team members to perform at effective
manner. However, the leadership fitness is also important to encourage a direct the team
members in right direction to achieve team goal.
2.2.4 GRPI Model
Richard Beckhard discovered this theory in the year 1972. The success of team is
dependent on the structured way developing team.The performance of team members is
entirely dependent on the interrelationship among them.Specific goals form the foundation of
the team development process and their performance.The team members can perform at
their best, while their role and responsibilities are clear to them(Sommer, Howell and
Hadley 2016).
GRPI model represents the critical aspects and interrelated aspects of teamwork leading to
level of the team. In this way, such factors are directly related to the employees involved
within a team. As per this model, clear and transparent goals build the foundation of
teamwork. Moreover, clear and transparent goals give the team members proper direction to
perform their specific roles. On the other hand, specific role and responsibilities assigned to
the team members provide them clear picture about their actual activities. In this way, such
clear picture motivates the employees in the team to work in proper direction. Furthermore,
this theory has also revealed that proper processes govern the issues in control,
communication and decision making process of the teamwork (Boxall, Hutchison and
Wassenaar 2015). In this structured and constructive process motivates the team members
to work at their best without any issues. Most importantly, the theory has highlighted the
importance of interpersonal relationship in team effectiveness, which also motivates the
team members towards performing at high level.
GRPI model has focused on the critical and interrelated factors that enhances the
effectiveness of team performance and diagnose the issues in the team. According to
Sommer, Howell and Hadley (2016), proper goals and mission build the actual purpose of
the team. Common, shared and agreed goals give the team members proper direction to

work towards meeting the overall team goal. However, the goals and missions of the
teamwork should be clear and transparent enough to the team members for giving them
exact direction to work. Proper role statement defines the responsibility, task and authority of
the team members. In order to work at the best, the members of the team must be able to
agree, understand and satisfied with their assigned job roles. Such clear roles encourage the
team members to work their best either individually or collectively through getting a clear
picture of the team goals.
Furthermore, Kanfer and Chen (2016) opined that structured process act as the governing
tool for the teams for overcoming the inefficiencies in the areas of control, decision making,
communication and coordination. However, the processes must be structured enough for
supporting the team goals through determining the interaction within team. This model looks
at team as structure and rationale, rather than having shared emotional value. This theory
has most importantly focuses on the interpersonal relationship, where open communication,
trust and feedback from the team members create a supporting work. It also encourages
innovative and creative contribution from the team members for high level of team
performance.
2.2.5 Heckman Model
Richard Hackman invented this theory in the year 1987. The level of team effort collective
expends the carrying out the team task.The amounts of skills and knowledge have high level
of bearing on group task.The design and composition of the team members regulates the
team behavior.The interaction of the team members results in high level of team synergy
(Kim, Pathak and Werner 2015).
Heckman model of teamwork decides upon the condition and organizational context for
supporting the work team. According to Idris, Dollard and Tuckey (2015), specific tasks of
the team members provide substantial autonomy to the team members regarding the way of
their work. Such adequate autonomy motivates the team members to perform at their peak
level. Proper designing of the team members fosters collective effort among the team
members towards achieving the actual goal of the team. Kim, Pathak and Werner (2015)
pointed out that Heckman teamwork model has highlighted that supporting work
environment fosters motivation among the team members. Moreover, rewarding and positive
consequence for the excellent team performance motivates the employees in a team to work
harder. Apart from that, diverse membership within the team results in group synergy, which
generates diverse group ideas and approaches for achieving team success. In this way,
Heckman work team model is directly related to employee motivation.
Heckman team work model has demonstrated the condition and organizational context that
support the team work. Seck and Helton (2014) pointed out that a high level of relative skills

among the team members facilitates eachothers to perform their job in effectively.
Meaningful and challenging job roles give the team members a chance of having proper job
outcome. Hence, such jobs encourage the team members to work at their best. Furthermore,
clear job role and task provide autonomy to the team members, which motivate them to work
at high level. The performance level of the team member is highly dependent on supportive
work environment in their organization. Moreover, rewarding system of the organization
always motivates the team members towards working hard. Furthermore, Gren, Torkar and
Feldt (2017) opined that equal contribution of the team members is extremely essential for
creating a collaborative and enthusiastic team environment. The design of the team and the
interpersonal relationship among the team members collaborate high task relevant
knowledge to fulfill the overall team goal successfully. The clarity of the performance
measurement criteria for the team members always keep them engaged in performing at
their best level. However, the theory is less focused on the explanation of team collaboration
for leading team success.
2.2.6 The Lafasto and Larson Model
Frank LaFasto and Carl Larson discovered this theory in the year 2001. Active team
members are more likely to enhance the overall team productivity.Harmonious relationship
among the team members leads to collaborative team environment.Togetherness and
shared ideas among the team members solve difficult team problems(Grille, Schulte and
Kauffeld 2015).
Frank LaFasto and Carl Larson model has focused on five dynamic of team collaboration
and teamwork. Proper fulfillment of such components leads to high level of team
effectiveness and team motivation leading to team success. This model is likely to increase
the likelihood of the team effectiveness. Selection of cooperative and supportive team
members is extremely important for the increasing motivation of the team members.
Harmonious and friendly relationship of the team members results in healthy and
collaborative relationship among the team members. Hence, as per this theory, collaborative
working relationship is at the core of employee motivation in teamwork. Furthermore,
cooperative and collaborative team relationships among the team members enhance their
togetherness in solving any team issue (Kirk-Lawlor and Allred 2017). Moreover, the team
members are highly motivated to solve even the difficult issues of the team. The theory has
also focused on the significance of team leadership on motivating the team members, where
the team leaders have proper ability to manage, communicate and organize all the team
members.
Lafasto and Larson Model have highlighted the five layers of components for increasing the
team effectiveness. In order for the team effectiveness, the team members should be having