Team Meeting Attitudes

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Abstract
Although most work teams use meetings as a tool for accomplishing their objectives, there is little research examining meeting-related variables in teams. In this article, we propose a new construct, team meeting attitudes (TMA), that involves individuals’ thoughts, feelings, and evaluations of team meetings. We constructed a scale that measures individuals’ TMA, and we report on the scale’s psychometric properties, including test-retest reliabilities, over four measurement occasions. Using a sample of engineering project design teams, intraclass correlations of repeated measurements suggested that TMA appeared to emerge over time. Moreover, our TMA scale, aggregated to the team level using the mean, had direct effects on time spent in team meetings, perceptions of team meeting effectiveness, and team potency. Mean TMA were also indirectly related to team task performance through team potency. These findings were interpreted as supportive of activity regulation and action theories because teams with high means on TMA may have members who view team meetings as conducive to goal accomplishment and not as interruptive.

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