Pulmonary tuberculosis still becomes a global health problem. Surabaya is one of the major cities in Indonesia that has an increasing number of tuberculosis cases each year. The Case Detection Rate (CDR) in Surabaya (60.17%) is still below the national target. The tuberculosis prevention team did not reach the performance target in 2015-2017. The writer intends to analyze the influence of task characteristics and team size of the Tuberculosis team. A cross-sectional analysis using logistic regression becomes the design applied in this study. The samples used were 39 tuberculosis control teams at the primary health care out of 63 populations. The study was conducted in Surabaya in July 2017-July 2018. The results showed that 88.4% of members of tuberculosis prevention teams had trust between members. It stated that an influence of task characteristics on team trust (p-value 0,000 and b=0,719) and an effect of team size on team trust (p-value = 0.044 and b=0.211). Furthermore, the better characteristics of the tuberculosis prevention team's task would affect the trust between team members. It makes the perceptions about the ideal size of the team would influence mutual trust between tuberculosis prevention team members. Both of task characteristics and ideal team size would affect the trust between tuberculosis prevention team members.

• Al-Hosam, A. A. M., Ahmed, S., Ahmad, F. B., & Joarder, M. H. R. (2016). Impact of transformational leadership on psychological empowerment and job satisfaction relationship: a case of yemeni banking. Binus Business Review, 7(2), 109-116.
• Baba, M. D., Dabai, J. S., Sakaba, A. M., & Sanchi, I. D. (2015). Economics of Sheep Production in Zuru Local Government Area of Kebbi State Nigeria. Current Research in Agricultural Sciences, 2(1), 31-35.
• Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26(6), 1080-1094.
• Chen, Y. (2015). The link between flexible work arrangements and employee work outcomes: a multilevel model (Doctoral dissertation, Rutgers University-Graduate School-New Brunswick).
• Corey, G. (2011). Theory and practice of group counseling. Nelson Education.
• Dyer, J., & Chu, W. (2011). The determinants of trust in supplier–automaker relations in the US, Japan, and Korea: A retrospective. Journal of International Business Studies, 42(1), 28-34.
• e Silva, S. C., Bradley, F., & Sousa, C. M. (2012). Empirical test of the trust–performance link in an international alliances context. International Business Review, 21(2), 293-306.
• Fattah, A. H. (2017). The effect of organizational culture, leader behavior, self-efficacy, and job satisfaction on job performance of the employees. Jurnal Terapan Manajemen dan Bisnis, 3(2), 102-110.
• Foss, N. J., Pedersen, T., Reinholt Fosgaard, M., & Stea, D. (2015). Why complementary HRM practices impact performance: The case of rewards, job design, and work climate in a knowledge‐sharing context. Human Resource Management, 54(6), 955-976.
• Hoch, J. E., & Kozlowski, S. W. (2014). Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership. Journal of applied psychology, 99(3), 390.
• Klein, C., DiazGranados, D., Salas, E., Le, H., Burke, C. S., Lyons, R., & Goodwin, G. F. (2009). Does team building work?. Small Group Research, 40(2), 181-222.
• Kozlowski, S. W., & Bell, B. S. (2012). Work groups and teams in organizations. Handbook of Psychology, Second Edition, 12.
• Kuratko, D. F., Hornsby, J. S., & Hayton, J. (2015). Corporate entrepreneurship: the innovative challenge for a new global economic reality. Small Business Economics, 45(2), 245-253.
• LePine, J. A., Piccolo, R. F., Jackson, C. L., Mathieu, J. E., & Saul, J. R. (2008). A meta‐analysis of teamwork processes: tests of a multidimensional model and relationships with team effectiveness criteria. Personnel psychology, 61(2), 273-307.
• Locke, E. A., & Latham, G. P. (Eds.). (2013). New developments in goal setting and task performance. Routledge.
• Luciano, M. M., Bartels, A. L., D’Innocenzo, L., Maynard, M. T., & Mathieu, J. E. (2018). Shared team experiences and team effectiveness: Unpacking the contingent effects of entrained rhythms and task characteristics. Academy of Management Journal, 61(4), 1403-1430.
• McShane, S., & Von Glinow, M. A. (2010). Organizational behaviour: Emerging knowledge and practice for the real world. McGraw-Hill/Irwin.
• Robbins, S. P., & Judge, T. A. (2003). Organizational Behavior. By Pearson Education. Inc., Upper Saddle River, New Jersey.
• Seijts, G. H., Latham, G. P., & Woodwark, M. (2013). Learning goals: A qualitative and quantitative review.
• Syafitri, P. K., & Permanasari, V. Y. (2020). Analisis Layanan Fisioterapi Dal Analisis Layanan Fisioterapi Dalam Upaya Pelayanan Kesehatan di Puskesmas Wilayah DKI Jakarta. Jurnal Ilmiah Fisioterapi (JIF), 3(1), 1-7.
• Yang, I. (2014). What makes an effective team? The role of trust (dis) confirmation in team development. European Management Journal, 32(6), 858-869.

This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.