The effect of management on team performance is mainly reflected in the mutual complementation and mutual promotion of knowledge, experience and cognition among different managers. Hambrick and Mason proposed the Top Echelon Theory. It said that it is impossible for managers to fully understand all things, so it is necessary for directors and senior executives to interact. The good communication among the senior executives is conducive to improving the quality of the company's decision-making. Thus it is good for the improvement of team performance. Xiong et al. also proved the smooth exchange of information among the senior executives can help people to solve problems, and thus improve the team performance. Lehmann-Willenbrock et al. thought that transformational leadership is generally considered helpful for team functioning and performance.
Team trust has a significant impact on team interaction. The stronger the trust among team members, the higher the frequency and quality of members' communication will be. Thus, the strategic goals of the team are easier to achieve. Song found that team trust has a significant positive impact on teamwork behavior, innovation behavior and conflict behavior. Han and Fu believed that team trust would reduce the management cost of team affairs and enhance the spontaneous social behaviors of team members, thus indirectly affecting team performance. Staples and Webster pointed out that team trust plays a positive role in team knowledge sharing, which makes it easier to achieve team innovation and team performance.
The team interaction atmosphere is gradually formed in the constant communication and interaction among team members. The good team interaction atmosphere is created by the team members together, which will have an important impact on the team cohesion and performance improvement. This paper will discuss it from the point of team emotion atmosphere and team innovation atmosphere.
Team emotion atmosphere refers to the common perception among team members' emotions. This common perception creates a team atmosphere that represents the overall characteristics of the team and has a significant impact on the team members. Qu showed that team emotional atmosphere can indirectly affect team performance by affecting the feelings of individual members. Liu and Liu agreed with this view that the interactions among team members would stimulate emotional reactions, which would affect their job satisfaction and job performance. Finally it can make a difference in team performance.
The team innovation atmosphere refers to the environmental factors related to innovation inside and outside the team, including related policies and events. Gilson and Shalley found that the supporting atmosphere team members percept was significantly positive to team members' innovative behavior. Studies also show that the team innovation atmosphere has a positive impact on team innovation performance.
The impact of team cohesion on team performance is primarily achieved through team trust and team goal consistency. Studies pointed out the trust between team members, which can greatly reduce the uncertainty among team members, increase the sense of psychological commitment, improve the team effectiveness, and then enhance the team performance. Zhao and Chen pointed out that team goal consistency will be like an invisible specification, guiding team members to fight for common goals, and also enhance team cohesion in the interaction process. Thus, performance will also be improved. Studies show that team resilience, as a dynamic and multilevel phenomenon, is good to help the team recover from setbacks, and enhances the team's adaptability. Team members experience hardships and ultimately promote team cohesion.