Teamwork can generate a competitive advantage and is perceived as a core skill in today’s organizations. Teams are able to respond rapidly to changes in the increasingly complex, unpredictable, and volatile work environment. To enhance team performance and avoid unintended, negative consequences of strictly objective-oriented team performance management systems, managers are adopting team developmental performance management systems (TDPMS). However, two avenues regarding TDPMS remain uncharted in the literature. First, we build on recent calls from scholars to study the linkage between TDPMS and team performance. Second, scholars refer to a bathtub model to explain that TDPMS affect team members’ well-being and performance, which in turn influence team performance. Those underlying mechanisms remain understudied despite repeated calls from scholars. This research sets out to fill these gaps in the literature. More specifically, we will investigate (1) how TDPMS and team viability are related through team members’ affective commitment; (2) which role innovative work behavior plays in the linkage between TDPMS and team adaptive performance; and (3) how TDPMS may influence perceived workload and emotional exhaustion, and in turn affects team performance. This third study is the first to examine potential negative effects of TDPMS thus holds the potential to make fundamental progress in the field.