Peran Komunikasi Interpersonal dan Dialog Kinerja terhadap Kinerja Tim: Systematic Literature Review
Main Article Content
Abstract
This research analyzes the role of interpersonal communication and performance dialogue on team performance. In an organizational context, effective interpersonal communication plays an important role to enhance cooperation, collaboration, and problem-solving among team members, which in turn affects overall team performance. Weak communication can lead to misunderstandings, hinder collaboration, and reduce team effectiveness. Performance dialog, which involves structured discussions between leaders and team members, also plays an important role in monitoring and improving team performance. Research shows that regularly conducted performance dialogues can clarify goals, improve coordination, and strengthen relationships between team members. This research uses a qualitative method with a literature study approach, reviewing various journals related to interpersonal communication, performance dialog, and team performance. The results show that both, effective interpersonal communication and structured performance dialogue, strongly positively influence team performance. Therefore, organizations need to develop communication skills and support performance dialogue as part of a more effective team management strategy.
Article Details

This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
References
Akiho, R., Nawata, K., Nakazato, Y., Kikuchi, A., Nagaike, K., & Yamaguchi, H. (2016). The effect of shared mental model and team dialogue on team performance. The Japanese Journal of Experimental Social Psychology, 55(2), 101–109. https://doi.org/10.2130/jjesp.1503
Dharma, S. (2015). Manajemen Kinerja. Jakarta: Rajawali Pers.
Enayet, A., & Sukthankar, G. (2021). Analyzing Team Performance with Embeddings from Multiparty Dialogues. Proceedings - 2021 IEEE 15th International Conference on Semantic Computing, ICSC 2021, 33–39. https://doi.org/10.1109/ICSC50631.2021.00011
Howell, J. M., & Shea, C. M. (2006). Effects of champion behavior, team potency, and external communication activities on predicting team performance. Group and Organization Management, 31(2), 180–211. https://doi.org/10.1177/1059601104273067
Mulyana, D. (2013). Komunikasi dan Kesehatan. Bandung: Remaja Rosdakarya.
Rivai, V., & Mulyadi, D. (2012). Kepemimpinan dan Perilaku Organisasi. Jakarta: Rajawali Pers.
Sehgal, R., & Soni, S. (2024). Analysis of Level of Communication At the Workplace on Team Performance. Journal of Lifestyle and SDG’S Review, 4(4), 1–12. https://doi.org/10.47172/2965-730X.SDGsReview.v4.n04.pe03610
Stagl, K. C., Salas, E., Rosen, M. A., Priest, H. A., Burke, C. S., Goodwin, G. F., & Johnston, J. H. (2007). Distributed Team Performance: Continuing the Dialogue. Research in Multi-Level Issues, 6, 83–91. https://doi.org/10.1016/S1475-9144(07)06004-3
Torrington, D., Hall, L., Taylor, S., & Atkinson, C. (2014). Human Resource Management (9th ed.). England: Pearson.
Valls, V., González-Romá, V., & Tomás, I. (2016). Linking educational diversity and team performance: Team communication quality and innovation team climate matter. Journal of Occupational and Organizational Psychology, 89(4), 751–771. https://doi.org/10.1111/joop.12152
Zaky, Muhammad. (2023). Faktor-faktor Yang Mempengaruhi Kinerja Tim Kerja: Sebuah Kajian Teoritis Dan Empiris. Komitmen: Jurnal Ilmiah Manajemen. 4. 316-326.