Context: Former literature revealed team performance is contingent on personality composition and interactive effects of team climate. While decades of research on personality prevails in software engineering, team climate remains sparsely researched. Objective: In agile software development, individuals and interactions are key sources of agility. This study replicates a previous study and analyzes the relationship between five-factor-model personality traits and team climate dimensions among agile teams in a telecom company. Method: A Web-based survey was replicated twice, first with 75 professionals from 12 teams in Sweden, followed by 46 professionals from seven teams in India. The data was used for correlation, regression analyses, and meta-analysis. Results: We observed significant negative correlations between neuroticism and all the team climate dimensions. Meta-analysis identified a significant medium-sized negative effect between neuroticism and participative safety. Regression analysis showed personality traits accounted for around 10 % of the variance in team climate dimensions. Conclusions: High neuroticism is not conducive to team climate as emotionally unstable members could impair team cohesion by being reactive and susceptible to stress. Managers assembling Scrum teams ought to mitigate higher neuroticism by counterbalancing it with an elevation of corresponding negatively correlated personality variables and providing support/training towards increasing the aforementioned variables. © 2023

Investigating factors influencing agile team climate is pressing given its impact on organizational performance. Despite previous studies, association between human aspects and team climate remains yet unexplored. Exploring association between two human aspects, namely team member's capability measures and personality traits, and member's perceived team climate. 75 professionals (12 teams) from one division participated in the first survey iteration, second iteration in another division included 46 professionals (7 teams). We employed correlation analyses to measure association between human aspects and climate, and regression analyses to identify team climate predictors. In relation to team climate dimensions, we observed a significant negative correlation with neuroticism and a significant positive correlation with responsibility. Linear regression analysis showed capability measures accounted for 19.2% of variance in team climate. Multivariable regression analysis revealed capability measures and personality traits together accounted for 25.7% of variance in team climate. An individual's propensity towards self-doubt (neuroticism) negatively affects perceived team climate, whereas individual's ability to be responsible and teamwork-oriented positively affect perceived team climate. The inclusion of both capability and personality variables as input for multivariable regression explained slightly more variance in team climate, compared to only capability measures (25.7% against 19.2%).

Several studies have shown that both individual and team capability can affect software development performance and project success; a deeper understating of such phenomena is crucial within the context of Agile Software Development (ASD), given that its workforce is a key source of agility. This paper contributes towards such understanding by means of a case study that uses data from 14 interviews carried out at a large telecommunications company, within the context of a mobile money transfer system developed in Sweden and India, to identify individual and team capability measures used to form productive teams. Our results identified 10 individual and five team capability measures, of which, respectively, five and four have not been previously characterised by a systematic literature review (SLR) on this same topic. Such review aggregated evidence for a total of 133 individual and 28 team capability measures. Further work entails extending our findings via interviewing other software/software-intensive industries practicing ASD.