Consistent with individual-level research, team-level conscientiousness appears to be a fairly potent positive predictor of team effectiveness. Although conscientiousness has been most frequently studied, some research suggests that other Big Five personality factors, such as extraversion and agreeableness may also play a role in determining work team effectiveness. The recent emergence of the five-factor model (FFM) as a robust taxonomy of personality provides a comprehensive framework from which to examine personality and its relationship to both individual and team performance. It is evident that individual personality traits affect the team's processes and outcomes. Empirical support has shown the following: the presence of extraversion in team members leads to increased team viability and communication; the presence of conscientiousness leads to an increase in overall performance; the presence of agreeableness in team members leads to an increase in cohesion, communication, productivity, and overall performance; the presence of openness to experience in team members leads to an increase in communication; the presence of neuroticism in team members leads to an increase in cohesion and overall performance. Although team personality composition appears to be a relatively robust predictor of team effectiveness, research suggests that different compositions may be more or less effective depending on the task and the amount of member interaction required for effective team performance. Research has found that team-level conscientiousness is more strongly related to effectiveness for performance and planning tasks than it is for creativity and decision-making tasks. Even though the mechanisms by which team personality composition influences team performance require further investigation, it is abundantly clear that personality composition has important implications for team effectiveness. Tenure Tenure within a group is an important determinant of group process. Increased tenure is associated with stability, reduced conflict and superior communication. Teams usually have a history and a future, both of which influence current behavior. This highlights the need to assess teams longitudinally—particularly when history and intra team relationships have a logical connection to the variable of interest. Composition variables related to effective team processes are thought to be particularly important for teams that do multiple tasks. Given that teams are thought to pursue multiple goals over time, it could be that the strength of the composition variable and team performance relationships increases over time. This may be particularly true for personality factors such as team conscientiousness given that conscientious individuals engage in task role behaviors associated with goal completion, and these