Abstract
In teams, some people are truly noticed when present, and sorely missed when absent. Often they are described as the “life of the party”, but in a formal team context, we refer to their behaviors as “team boosting behavior”. These behaviors have the potential to affect the team’s processes. In three consecutive studies, we conceptualized these behaviors and developed and validated a questionnaire to measure them. In Study 1, we defined team boosting behaviors as the extent to which team members exhibit mood-enhancing, energizing, and uniting behaviors, directed towards team members. In Study 2, we developed and validated an instrument to measure team boosting behaviors using a sample of team members in work and sports teams (N = 385). Results supported a three-factor structure and indicated positive relationships with conceptually similar constructs. In Study 3, we cross-validated the three-factor structure among the members of 120 work teams and offer evidence for convergent and criterion validity of the Team Boosting behavior scale. The behaviors related positively to a positive team climate, team work engagement, and leader-rated team performance. The scale provides a useful tool for future empirical research to study the role of individual team boosting behaviors in shaping team processes and outcomes.