Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance.

Carson, Jay B.; Tesluk, Paul E.; Marrone, Jennifer A.

doi:10.2307/20159921

Cited by 783 publications

(943 citation statements)

References 0 publications

Supporting

Mentioning

890

Contrasting

Unclassified

Order By: Relevance

“…Although little research has been done in this area, most researchers hold the opinion that it is positively related to team performance (e.g. Carson, Tesluk & Marrone 2007). …”

Section: Team Effectiveness From the Imo Perspectivementioning

confidence: 99%

The Constraints and Problems in Team Performance Management

Ulrych

2014

Zesz. Nauk. UEK

View full text Add to dashboard Cite

A wide range of factors can affect team performance: setting clear and achievable goals, allocating individual work, utilizing an individual's skills, monitoring performance, maintaining team cohesion and identity, being able to handle internal conflicts, maintaining relationships with other teams, systems and resources available to teams and the quality of leadership. These problems and constraints affecting team performance management (TPM) are found on a global scale irrespective of a country's individual work culture. This paper presents the nature of team performance management in order to discuss common TPM problems and constraints in the context of worldwide research findings. Environmental factors and team dynamics consistently influence team effectiveness. It is now clear that there is a need for future research to look at the complexity of team dynamics over time.

show abstract

“…Although little research has been done in this area, most researchers hold the opinion that it is positively related to team performance (e.g. Carson, Tesluk & Marrone 2007). …”

Section: Team Effectiveness From the Imo Perspectivementioning

confidence: 99%

The Constraints and Problems in Team Performance Management

Ulrych

2014

Zesz. Nauk. UEK

View full text Add to dashboard Cite

show abstract

“…This suggests that teams without designated leaders are more active in reconfiguration efforts as compared to teams with a more formally designated leader, who tend to leave those decisions to one person (the leader). The relatively recent concept of rotating leadership within teams [48] suggests that team performance can be improved when fluid teams distribute leadership among members rather than designate a single leader. A common division of leadership for rotation purposes falls around areas of expertise.…”

Section: Synopses and Guidelinesmentioning

confidence: 99%

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

Bedwell

Ramsay

Salas

2012

Behav. Med. Pract. Policy Res.

View full text Add to dashboard Cite

show abstract

“…The study of distributed leadership (DL) has emerged as a body of theoretical and empirical work over recent years -2 (Gronn 2000;Gronn 2002;Carson et al 2007;Bolden 2011;Thorpe et al 2011;Harris 2012). According to Thorpe et al (2011:241), DL refers to 'a variety of configurations which emerge from the exercise of influence that produces interdependent and conjoint action'.…”

Section: Introductionmentioning

confidence: 99%

Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Feng

Hao

Iles

et al. 2017

LODJ

View full text Add to dashboard Cite

Purpose -Studies of distributed leadership (DL) are increasing, but are not systematic, often taking a normative position emphasizing the superiority of DL to solo leadership and using the term in an imprecise way. This paper aims to re-conceptualize DL and develop a systematic framework to identify dimensions of DL and their association with team effectiveness.Design/methodology/approach -Based on a comprehensive review of existing literature, this paper develops a framework of DL and team effectiveness by deriving eight research propositions. framework -to help build a foundation and guide further research on the relationships between DL and team performance.

show abstract

Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance.

Cited by 783 publications

References 0 publications

The Constraints and Problems in Team Performance Management

The Constraints and Problems in Team Performance Management

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Contact Info

Product

Resources

About