work teams

This research was carried out with the purpose of identifying the factors of the complementary work team model in Iran's government organizations with meta-composite method. The current research is analytical-descriptive in terms of its practical purpose and in terms of the research method, which was carried out using the meta-composite qualitative research method. The metasynthesis method was performed using the seven steps of the method of Sandelowski and Barroso (2007). The statistical population of the research included all the articles in reliable domestic and foreign databases during the years 2000-2024, and 27 articles were selected based on the research criteria. The main and secondary factors of the pattern were extracted using the theme analysis method. Based on the meta-combination results, the factors of the model of complementary work teams in Iranian government organizations include 85 primary concepts, 18 sub-categories and 5 main categories, which include organizational soft factors, complementary The main and secondary factors of the pattern were extracted using the theme analysis method human resource management, complementary based on the research criteria team processes, complementary team internal interactions and complementary members. The findings of this research guide planners and policy makers in the field of achieving and realizing complementary work teams.

Teams‟ extensiveusage and reaching for team effectiveness counts as one of the most important goals of today organizations. Thus, describing levers for making work teams more effective is essential to reach this goal. In this research we try to introduce transformational leadership and social capital concepts as strong levers in team effectiveness development and improvement. Statistic population of this research consists of the companies that reside in Tehran University Science and Technology Park, and “SPSS” and “Visual PLS” software has been used in order to analyze the data which is collected through questionnaire. Obtained results confirm the suggested visionary theorem and describes the strong relationship between transformational leadership and social capitol (0.50), and social capitol and team effectiveness (0.61) directly and also the relationship between transformational leadership and team effectiveness indirectly.