Related papers
Leadership and Semiautonomous Work Team Performance: A Field Study
Matthew O'Connell
Group & Organization Management, 2002
The impact of leadership on group performance was investigated in the context of a semiautonomous work team environment. The relationship between group performance and team leadership, as exhibited by the designated, internal leader, was moderated by team size. Team leadership, as rated by team members, was related to the managers' ratings of quality and overall performance for smaller teams, but not for larger teams. In addition, the managers' ratings of team performance were not significantly correlated with ratings of team performance obtained from the team members.
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Who’s in Charge Here? The Team Leadership Implications of Authority Structure
Colin Fisher, Ruth Wageman
The Oxford Handbook of Leadership and Organizations, 2014
Although team leadership can be enacted in many ways, a team's formal authority structure shapes how key leadership functions are fulfilled and by whom. This chapter analyzes how specific team leadership challenges and opportunities emerge, whether the team itself or managers hold legitimate authority for four critical team functions : executing the team task, (2) monitoring and managing work processes, (3) designing the team and its context, and (4) setting overall direction for the team. It then uses the four resultant team authority structures (manager-led, self-managing, self-designing, self-governing) to synthesize relevant research, draw implications for the practice of team leadership, and identify directions for future research. This chapter is intended to give practitioners and scholars a way to explore the characteristics of a particular situation that suggest a particular authority structure and the ways in which members and formal leaders may effectively operate within that structure.
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Perceived leadership styles and team performance
damsong ryu
Perceived leadership styles and team performance
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Team personality composition, emergent leadership and shared leadership in virtual teams: A theoretical framework Human Resource Management Review xxx (2017) xxx–xxx
Julia E Hoch
Available online xxxx Limited theory and research has been devoted to the role of team personality composition, as well as emergent and shared leadership, in virtual teams. In an effort to provide a theoretical basis for the role of team personality composition, as well as emergent and shared leadership, in virtual teams, we propose a virtual team framework that portrays the team personality composition as predictors of emergent and shared leadership. These in turn are expected to impact virtual team performance. We further posit that the relationships between team personality composition and virtual team performance are indirect, through emergent leadership and shared leadership. Finally, we present team virtuality as a moderator between team composition and team processes. Suggestions for future research and implications for the management of virtual teams are presented.
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Leadership in self-managing virtual teams
Nora Misiolek
crowston.syr.edu
In this paper, we present a theory of leadership in self-managing virtual teams. We are particularly interested in self-managing virtual teams because self-management seems to be a common phenomenon in teams that interact primarily through information technology (so-called virtual teams). Building on leadership theory and structuration theory, the theory describes leadership as a process that results in the reinforcement, creation and evolution of ongoing structures and distinguishes between two types of leadership. We identify first-order leadership as leadership that works within and reinforces existing structures to elicit and guide group contributions.
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Politics in and Around Teams: Toward a Team-Level Conceptualization of Organizational Politics
Eran Vigoda-Gadot
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Result Oriented Target Setting and Leading High Performance Teams
Edwinah Amah
Industrial Engineering Letters, 2013
Result oriented target setting and effective leadership of teams has become a tool for organizational effectiveness in the 21 st century. Result oriented target setting and effective leadership of teams is said to have benefited many organizations if managed and nurtured properly. In this era of globalization there is need for result oriented target setting and effective leadership of teams in order to enable organizations respond quickly to changes in the environment. The paper reviews literature on result oriented target setting and effective leadership of teams. The paper concludes that the success of organizations to a very large extent depends on the type of targets organizations set and how well they are able to lead teams to achieve the set targets. The paper recommends that managers should put in place result oriented goals and encourage the involvement of employees working as a team as this could enhance their responsiveness and commitment to the achievement of the organizational goals. The paper also recommends that the managers should share the mission of the organization with employees as it could increase their involvement. Finally the paper recommends that the values of the organization be shared as well to serve as an informal control measure that can be very effective.
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Self-Leadership: A Multilevel Review
Stephen Courtright
Journal of Management, 2011
Over the past 30 years substantial research has focused on the concept of self-leadership. The authors adopt a multilevel perspective to review this research at both individual and team levels of analysis. At the individual level, studies consistently show that increased self-leadership corresponds with better affective responses and improved work performance. Findings are not as consistent at the team level. Relationships between team-level self-leadership and both affective and performance outcomes appear to be moderated by contextual factors. The authors also identify internal and external forces that influence self-leadership. Among these forces, external leadership is particularly important, as self-leadership is not a complete substitute for external leadership. Specifically, external leadership in the forms of empowering leadership and shared leadership facilitate self-leadership of individuals and teams. The authors also identify a number of cross-level research questions that illustrate how future research can benefit from exploring ways that self-leadership at the individual level interacts with self-leadership at the team level.
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Integrating self-managed work teams into project management
Kathy Roper
Journal of Facilities Management, 2007
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The impact of organizational culture on the relationship between shared leadership and team proactivity
Hakan Erkutlu
Team Performance Management, 2012
Purpose -The purpose of this paper is to examine whether organizational culture moderates the relationship between shared leadership and team proactive behavior. Design/methodology/approach -Data were collected from 21 commercial banks in Turkey that had formally implemented work teams. The study used data obtained from 420 team members. Moderated hierarchical regression was used to examine the moderating role of organizational culture on the shared leadership and team proactive behavior relationship. Findings -Shared leadership within a work team was positively related to team proactive behavior. The relationship of shared leadership with team proactivity is stronger in organizations with higher level of supportive culture. Research limitations/implications -A practical implication of these results for leaders of management teams is that sharing some leadership roles and responsibilities within their teams with other members may have positive effects for the proactivity of the team as well as the satisfaction of the team members. The generalizability of the results may be limited by sources of funding of the banks studied and demographic factors such as participants' age, gender and organizational tenure. Originality/value -The use of organizational culture as a moderator on this link is unprecedented. Although shared leadership within teams may increase job demands on members and require them to take on new roles, it seems to have positive effects on perceptions of their jobs. In addition, the extent to which an organization encourages a supportive culture makes a difference in the relationship of shared leadership with team proactivity. Finally, using a large number of samples from Turkish banking sector adds to the growing literature examining shared leadership in non-Western settings.
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