The work once accomplished by individuals is now regularly performed by teams. This is due to a number of factors, including enhanced opportunities for collaboration through newly developed technologies, a need for greater levels of innovation due to increasing competition between firms, and a rise in complex tasks requiring high levels of creativity. With the recognition that teams may be especially important where creative and innovative tasks are required (Parrotta, Pozzoli, Pytlikova, 2014; Williams & O’Reilly, 1998), teams are becoming increasingly common in many organizations. This is especially true of self-managed teams, which are becoming more and more popular as organizational hierarchies collapse and individuals collaborate between different units within a firm. Following this rise in the presence of self-managed organizational teams, the study of team-level constructs has become popular in recent years. In disciplines including organizational behavior, sociology, education, and many others, researchers are interested in evaluating the presence, emergence, and measurement of team constructs (e.g. Chen & Kanfer, 2006; DeShon, Kozlowski, Schmidt, Milner & Wiechmann, 2004; Guzzo & Dickson, 1996). Measuring Teamwork and Team Performance 2 While various definitions of teams have been proposed, this paper will utilize Kozlowski and Bell’s (2003) definition: teams are composed of two or more individuals who collectively hold one or more common goals, share interdependent tasks while maintaining task boundaries, and interact socially as part of a higher-level context that constrains the team. While some previous work has provided a distinction between groups and teams (e.g. Katzenbach & Smith, 1993), for the remainder of this paper, the term “team” will be used, replacing “group” or “cluster” in reviewing previous studies to maintain consistency of language.