Table 7.

Origins of team accountability items (Study 1a)

Published Accountability Measure	Individual Item	Piloted Team Accountablity Item (retained items are in bold lettering)
greater accountability first factor of multi-item accountability instrument based on interviews of managers' experiences with accountability; 4-item scale (Ogden et al., 2006, p. 537)	1. I feel more exposed as a manager now that assessments of how well I perform against targets are easier to make.	Assessments of how well we perform as a team makes us feel open to criticism.
	2. I am now more accountable for my performance. (second highest loading item)	We are accountable to each other as a team for our performance.
	3. I check up much more now on how well I am doing against the business targets I have to achieve.	We frequently check how well we are doing against our team targets.
	4. The amount of monitoring of performance against targets has increased. (highest loading item)	We monitor our team performance against our objectives.
perceived accountability for task performance extent to which employees perceive themselves as accountable for achieving a prescribed level of task performance; 3-item scale (Mero et al., 2014, p. 1633, 1639)	1. Others in my organization can observe the outcome of my work performance in terms of achieving unit goals.	Others in my team can observe the outcome of my performance relative to team goals.
	2. In my organization achieving unit goals is directly attributed to an individual’s personal actions.	Our joint actions contribute to achieving team goals.
	3. I am required to justify or explain my performance in terms of achieving unit goals.	We are required to justify or explain our performance relative to team goals.
felt accountability an implicit or explicit expectation that one's decisions or actions will be deemed important or noteworthy, and will be subject to evaluation by salient others with the belief that there exists the potential for one to receive either rewards or sanctions; 8-item scale (Hochwater et al., 2005, p. 26)	1. Co-workers, subordinates, and bosses closely scrutinize my efforts at work.	[Classmates and students] who are not on the team closely scrutinize our team efforts on this project.
	2. I often have to explain why I do certain things at work.	In meetings we often explain to each other why we do certain things.
	3. In the grand scheme of things, my efforts at work are very important.	In the grand scheme of things, our efforts as a team are very important to us.
	4. If things at work do not go the way they should, I will hear about it from top management.	Our team would talk to a team member if his or her work is disappointing.
	5. The jobs of many people at work depend on my success or failures.	The [grades] of team members depend on our success as a team.
	6. To a great extent, the success of my immediate work group rests on my shoulders.	To a great extent, the success of our team is in our hands.
	7. I am held very accountable for my actions at work.	We hold each other accountable for doing our individual work.
	8. Top management holds me accountable for all of my decisions.	We take responsibility as a group for all our decisions.
team accountability team members’ expectations of being held answerable for their common actions or decisions, arises from ongoing interactions in which formal accountability mechanisms are interpreted and internalized	(items were written for this study)	On our team it is easy to get away without doing a fair share of the work.                                                                                                                   People who make an extra effort on behalf of the team are recognized.
		We can count on members to deliver what they promise.
		We expect to let each other know when we cannot keep a commitment.
		We keep each other informed of our progress.
		When someone on the team lets us down we confront them.
procedural accountability manipulation checks for decision process accountability condition in lab experiments (Pitesa & Thau, 2013, p. 553, 534)	1. When you made your decision, did you believe you would have to justify the process of reaching the decision to researchers?	Our team expects to have to explain our decision processes to [supervisor].
	2. Will your decision be assessed focusing on the decisionmaking procedures?	Our team focuses on the joint decision making procedures we use.
process accountability results when buyers expect others to evaluate the quality of their decisionmaking process (Doney & Armstrong, 1996, p. 59)	1. I felt accountable to others for the quality of the process I used regarding this decision.	We are accountable as a team for the quality of the decision processes we use.
	2. I thought that others would evaluate the procedures I followed with respect to this purchase.	Within our team we evaluate the procedures we follow in making decisions.
outcome accountability manipulation checks for manipulation of accountability for decision results in lab experiments (Pitesa & Thau, 2013, p. 553, 534)	1. When you made your decision, did you believe you would have to justify the outcome of your decision to researchers?	Our team expects to have to explain the outcomes of our decisions to [supervisor].
	2. Will your decision be assessed focusing on the outcome of the decision?	Our team focuses on [the supervisor's] evaluations of our work.