BALANCING THE SCALES OF PERFORMANCE: UNDERSTANDING THE COMPLEX ATTITUDES AND BEHAVIORS OF INDIVIDUAL GROUP PERFORMANCE IN HIGH-PERFORMANCE TEAMS

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.