Mix-and-match: personality configuration for team performance

Most studies that examine the net effects of the Big Five personality traits in explaining team performance are based on variance-based approaches. In the present study, we focus on exploring necessary and sufficient combinations for team performance based on the empirical analysis of the configurations of team personality compositions associated with team performance. We perform a fuzzy-set qualitative comparative analysis on a data set of 16,629 individuals nested within 3598 teams that participated in X-Culture, an international business consulting project. The results show that team personalities do not function independently but interact to produce high levels of team performance. The results further reveal that different team personality configurations can be equally effective in achieving the same outcome and that team personality elevation, rather than diversity, is more influential on the outcome. We discuss our findings' implication for, contribution to and suggestions on team composition and teamwork management, as well as contributions to team performance optimisation and management and organisational research and practice.