# AR Presentation of Team Members' Performance and Inner Status to Their Leader: A Comparative Study
## 8 Conclusions  
This study shows us that different presentations of status information and how team members cope affect team performance with a **simulated team**. Investigating the effect of providing feedback on the users' inner status, we found that it enhances team performance and potentially improves how team leaders consider team members' status. This shows that we might have to change how we manage teams to achieve better team performance and members' well-being. Indeed, providing users' status to team leaders should be highly considered in works where team members must perform their tasks reliably with little to no mistakes. The comparison we conducted between graphical and textual presentations of visual cues suggests that the textual presentation of inner status will achieve better performance, even if people prefer the graphical presentation. The raw performance information presented to a team leader is more understandable with a textual presentation due to the presence of numbers and the accuracy they bring. On the other hand, more complex information, such as inner status feedback, seems more straightforward to understand with a graphical presentation due to the abstraction this presentation provides. The implications of this study extend beyond the simulated team environment, prompting considerations for implementation in various industries. The application of different presentations of status information and strategies for team coping, as identified in this research, has the potential to reshape team management practices. In real work settings, implementing feedback on users' inner status for team leaders could enhance team performance and contribute to the overall well-being of team members. This shift towards a more empathic teamwork approach may prove valuable in industries where reliable task performance with minimal errors is crucial. Although our study focused on collocated teams, the insights gained are transferable to diverse teamwork scenarios, including remote collaborations facilitated through shared workspaces such as Collaborative Virtual Environments. However, we recognize that the practical implementation of these techniques comes with its challenges. Of course, as soon as real people are implied in such settings, ethical problems will have to be addressed: obviously, sharing user status must follow privacy rules and ethics and must require the consent of monitored subjects. Moreover, factors such as adapting the feedback mechanisms to specific industry needs, addressing potential resistance to change, and integrating these techniques into existing workflows should be considered. Further research and collaboration with industry professionals can provide valuable insights into overcoming these challenges and optimizing the application of our findings in real-world work settings. Future work will investigate interactions between the team leader and the indicators (resize/dispose of indicators, alerts...). This includes the effect of providing an estimation of the evolution of the stress level of team members to team leaders. A future direction is to investigate more complex and realistic virtual operators in the experiments. **Author Contributions:** Conceptualization, T.R., J.W., C.F., G.C., T.D. and B.H.T. ; data curation, T.R. ; formal analysis, T.R., C.F., G.C. and B.H.T. ; funding acquisition, T.D. ; investigation, T.R. ; methodology, T.R., J.W., C.F., T.D. and B.H.T. ; project administration, T.D. and B.H.T. ; resources, J.W. and B.H.T. ; software, T.R. ; supervision, J.W., C.F., G.C., T.D. and B.H.T. ; validation, J.W., C.F., T.D. and B.H.T. ; visualization, T.R. ; writing--original draft, T.R. ; writing--review and editing, T.R., J.W., C.F., T.D. and B.H.T. All authors have read and agreed to the published version of the manuscript. **Funding:** This research was supported by the Centre National de la Recherche Scientifique (CNRS) with international Ph.D. funding and by the University of South Australia (UniSA) through a Ph.D. scholarship.