We integrate a self-determination conceptual lens and the social information processing perspective to examine how team members’ prosocial motivation profiles are related to team processes and performance. A latent profile analysis based on 190 leaders and their matched 1,070 team members suggests that, in this sample, 13.25% of the team members and leaders are categorized as inactive helpers (i.e., low in both pleasure- and pressure-based prosocial motivation). Subsequent analyses indicate that the presence of at least one inactive helper within a team has a detrimental effect on effective team processes and then decreases team performance. Our data also support a moderated mediation model, wherein the proposed negative indirect effect is alleviated when the team leader is a dual-role helper (i.e., high in both pleasure- and pressure-based prosocial motivation); moreover, this indirect effect turns positive when the proportion of dual-role teammates within a team is high.
