Recent Studies - McClough and Rogelberg (2003) conducted a study on Selection In Teams: An Exploration Of The Teamwork Knowledge, Skills And Ability Test. In 1994, Stevens and Campion introduced the Teamwork Knowledge, Skills, and Ability test (teamwork KSA test) for selecting employees for team-based organizations. Using expenmental data from 57 ad hoc student teams (N= 227), the authors examined this test's relationship with both the behaviour of the assigned leader in a team and the behaviour of the other team members, respectively. ‘They found that the teamwork KSA test successfully predicted individual team member behaviour as indexed by external raters (r= 31) and peers (¢= .34) such that higher scores on the teamwork KSA test related to greater individual effectiveness within the team. Stevens and Campion (1999) conducted a study on Staffing Work Teams: Development and Validation of a Selection Test for Teamwork Settings. The purpose was to develop a selection test for staffing work teams. The knowledge, skills, and abilities (KSAs) for effective teamwork (Stevens & Campion, 1994) were used to develop a paper-and-pencil test of teamwork situations. KSAs reflected conflict resolution, collaborative problem solving, communication, goal setting and performance management, and planning and task coordination, Standard test construction techniques were used, and the test contained 35 multiple-choice items on hypothetical teamwork situations. Two validation studies were conducted involving production employees in a pulp mill (a= 70) and box plant (n= 72) Results showed criterion-related validity with supervisory and peer ratings of teamwork and overall job performance. However, akey unexpected finding was the large correlation with employment aptitude tests, suggesting that the Teamwork Test has a significant general mental ability component. The study also has secondary implications for the literatures on both contextual performance and situational tests. It was concluded that a consideration of individual level KSAs can have both conceptual and practical value in the staffing of work teams Hwang (2018) conducted a study on exploring the Relationship between Teamwork and Team Performance, The current study investigated teamwork as a contributor to team performance in the context of a competition. The research measured teamwork in five dimensions: contributing to the team’s work, interacting with teammates, keeping the team on track, expecting quality, and having relevant knowledge, skills, and abilities (KSA). Teams with relevant KSA were more likely to generate higher net income. Expecting quality was the second most significant dimension, followed by interacting with teammates and contributing to the team’s work. All five teamwork dimensions had a significant positive correlation with team satisfaction. This research suggests that students will likely engage in good teamwork during a game ifitis set up as a high-stakes competition. Additionally, good teamwork will likely result in higher team performance and satisfaction Kickul and Neuman (2000) conducted a study to investigate the theoretical underpinnings of individual differences in emergent leadership behaviours and their relationships to teamwork processes and outcomes. Both personality and cognitive ability were utilised to examine knowledge of leadership emergence, team performance, and KSAs. Three hundred and twenty undergraduate psychology students completed personality and cognitive ability tests and then formed sixty-seven mixed-gender teams. Members rated each other on emergent leadership behaviour as well as their team on specific interpersonal and self management KSA. Results revealed that conscientiousness and cognitive ability were associated with team performance. Piccoli, Powell and Ives (2004) examined the impact of managerial controls on the effectiveness of virtual teams. Using an experimental design, the data were collected using 51student teams of three or four members each from three different countries. This study compared how well the two selected teams performed by comparing attributes identified for successful teamwork i.e, commitment to team success and shared goals, interdependence, interpersonal skills, open communication and positive feedback, appropriate team composition and commitment to team processes, leadership & accountability. The results indicate that the most satisfied team members were in virtual teams with effective coordination and communication. Members of self-directed virtual teams report higher individual satisfaction with the team project, while different control structures had no significant impact on virtual team performance. From the results itis evident that these attributes played an important role in determining the success of these teams