Team leadership

Zaccaro, Stephen J.; Rittman, Andrea L.; Marks, Michelle A.

doi:10.1016/s1048-9843(01)00093-5

Cited by 834 publications

(817 citation statements)

References 71 publications

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“…First, as noted earlier, under normal task conditions, teams have very few leadership needs (Hill, 2001;Zaccaro et al, 2001). This is due to the relatively automatic functioning that occurs when team routines are in place and the task environment is familiar.…”

Section: Team Routines and External Team Leader Interventionmentioning

confidence: 84%

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Morgeson

2005

Journal of Applied Psychology

345

338

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Relatively little empirical research has been conducted on external leaders of self-managing teams. The integration of functional leadership theory with research on team routines suggests that leaders can intervene in teams in several different ways, and the effectiveness of this intervention depends on the nature of the events the team encounters. External team leaders from 3 organizations first described a series of events (N ϭ 117), and leaders and team members then completed surveys to quantitatively describe the events. Results indicated that leader preparation and supportive coaching were positively related to team perceptions of leader effectiveness, with preparation becoming more strongly related to effectiveness as event novelty increased. More active leader intervention activities (active coaching and sense making) were negatively related to satisfaction with leadership yet were positively related to effectiveness as events became more disruptive.

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Section: Team Routines and External Team Leader Interventionmentioning

confidence: 84%

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Morgeson

2005

Journal of Applied Psychology

345

338

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“…Muller and Turner (2007) examined leadership from a competency perspective and found a positive correlation between leadership competency and the performance of organizations. Leadership influences a team's cognitive, motivational, and affective processes and the attitudes, beliefs, and behaviors of team members (Zaccaro et al, 2001;Ensley et al, 2003). Thus, leadership processes and team processes are closely linked (Solansky, 2008) and the roles played by leaders are incorporated in the models by Hackman (1987) and Pinto et al (1993) through the constructs of team design and team synergy, and superordinate goals and project rules and procedures, respectively.…”

Section: Pinto Et Al's Modelmentioning

confidence: 99%

Determinants of the Success of Information Techology Project Management in Thailand

Winley

2015

E J Info Sys Dev Countries

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A theoretical model of information technology (IT) project management was formulated based on the results of previous studies incorporating transactional and transformational leadership styles, team diversity, and team culture as determinants of team processes and project outcomes. The study addresses the lack of previous studies of IT projects and is concerned with infrastructure and software projects conducted in cross-functional environments with co-located teams in the context of Thailand. The model was tested and developed to a final model using data collected from a sample of 219 professionals with experience in IT projects in Thailand. The results confirmed several reported effects of leadership styles, team diversity, and culture on team cooperation, cohesion, and conflict and their subsequent effects on performance and psychosocial project outcomes. The findings highlighted results not commonly reported in previous studies of IT project management concerning the role of dominant cultural characteristics of Thai society at the level project teams as well as important direct effects of leadership styles and aspects of team diversity on performance and psychosocial outcomes. Based on the findings practical recommendations for improving IT project outcomes are presented.

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“…Despite the evidence and support for the role of external leaders in self-managing teams, our understanding of how leaders manage teams is limited (Zaccaro, Rittman, & Marks, 2001). Only a small amount of research has empirically examined what functions external leaders are well suited to perform (e.g., Ancona, 1990;Manz & Sims, 1987;Morgeson, in press) and how these functions promote effectiveness in self-managing teams.…”

Section: Developing a Taxonomy Of Team Leadership Behavior In Self-mamentioning

confidence: 99%

“…The functional leadership approach has been recognized by numerous researchers as a useful theoretical model for understanding external team leadership (Hackman & Walton, 1986;Hill, 2001;McGrath, 1962;Morgeson, in press;Zaccaro, Rittman, & Marks, 2001). Functional leadership theory suggests that team leaders "do, or get done, whatever is not being adequately handled for group needs" (McGrath, 1962, p. 5).…”

Section: Functional Leadership In Teamsmentioning

confidence: 99%

“…Second, team leaders intervene or otherwise implement solutions to maintain or improve team functioning (Hackman & Walton, 1986;McGrath, 1962;Zaccaro et al, 2001). Examples of team leader behaviors in this category include supporting team selfmanagement (Cohen, Chang, & Leford, 1997;Manz & Sims, 1987), providing performance feedback (Komaki et al, 1989), and coaching the team (Edmondson, 1999;Kirkman & Rosen, 1999;Wageman, 2001).…”

Section: Functional Leadership In Teamsmentioning

confidence: 99%

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