000			02134cam a22003257 4500
001			w27071
003			NBER
005			20211020103750.0
006			m o d
007			cr cnu||||||||
008			210910s2020 mau fo 000 0 eng d
100	1		_aWeidmann, Ben.
245	1	0	_aTeam Players: _bHow Social Skills Improve Group Performance / _cBen Weidmann, David J. Deming.
260			_aCambridge, Mass. _bNational Bureau of Economic Research _c2020.
300			_a1 online resource: _billustrations (black and white);
490	1		_aNBER working paper series _vno. w27071
500			_aMay 2020.
520	3		_aMost jobs require teamwork. Are some people good team players? In this paper we design and test a new method for identifying individual contributions to group performance. We randomly assign people to multiple teams and predict team performance based on previously assessed individual skills. Some people consistently cause their group to exceed its predicted performance. We call these individuals "team players". Team players score significantly higher on a well-established measure of social intelligence, but do not differ across a variety of other dimensions, including IQ, personality, education and gender. Social skills - defined as a single latent factor that combines social intelligence scores with the team player effect - improve group performance about as much as IQ. We find suggestive evidence that team players increase effort among teammates.
530			_aHardcopy version available to institutional subscribers
538			_aSystem requirements: Adobe [Acrobat] Reader required for PDF files.
538			_aMode of access: World Wide Web.
588	0		_aPrint version record
690		7	_aJ01 - Labor Economics: General _2Journal of Economic Literature class.
700	1		_aDeming, David J.
710	2		_aNational Bureau of Economic Research.
830		0	_aWorking Paper Series (National Bureau of Economic Research) _vno. w27071.
856	4	0	_uhttps://www.nber.org/papers/w27071
856			_yAcceso en línea al DOI _uhttp://dx.doi.org/10.3386/w27071
942			_2ddc _cW-PAPER
999			_c321051 _d279613