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BALANCING THE SCALES OF PERFORMANCE: UNDERSTANDING THE COMPLEX ATTITUDES AND BEHAVIORS OF INDIVIDUAL GROUP PERFORMANCE IN HIGH-PERFORMANCE TEAMS
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Thesis/Dissertation
Date
2024-05
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Business Administration/Strategic Management
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http://dx.doi.org/10.34944/dspace/10664
Abstract
High-Performance Teams (HPaTs) are vital for sustaining peak performance inhigh-stakes environments. This research investigation proposes a team model designed
to sustain excellence by balancing team well-being, expertise, and interdependence. In
searching for answers to understand HPaTs, this research led to the development of the
Balanced Duality Model, which is a leadership tool that integrates individual behaviors
into team dynamics, balancing personal contributions with collective output for optimal
performance. By distinguishing the differences between diverse types of highperformance teams, by the stakes involved, expertise required, and environment, the
model monitors the team as a leadership tool, to ensure excellence. The risk of failure
can be catastrophic, making these teams toxic, insular, and arrogant. This attitude often
leads to inefficient decision-making, compromised performance, and unethical behavior,
creating an "above the law" mentality. The B-D Model addresses these challenges by
emphasizing the need for continuous support from team members, leaders, and
organizational resources. By focusing on psychological fitness and competencies, leaders
can enhance individual performance and maintain group cohesion. This research offers a
perspective on managing HPaTs with a primary focus on the delicate balance between
individual well-being and sustained high performance and provides practical insights for
leaders striving to build resilient, high-performing teams.
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