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Article
Publication date: 1 January 2004

A.G. Sheard and A.P. Kakabadse

This monograph summarises the key influences of leadership behaviour on the transformation process associated with creation of an effective and high performing team. It clarifies…

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Abstract

This monograph summarises the key influences of leadership behaviour on the transformation process associated with creation of an effective and high performing team. It clarifies the key factors that are relevant to a team at each stage of the transformation process and the leadership roles that each team member can play. The role of an organisation's senior management is considered both in terms of the impact it has on the transformation process within specific teams and in terms of creating the necessary organisational environment to make effective teams the norm. Some reasons why senior management behaviour is often perceived as inconsistent and unhelpful are explored. Specific recommendations are made to help senior managers to adapt their behaviour, and in so doing become more context‐sensitive to the needs of the environment as it changes. Some tools and techniques are presented that have been found in practice to help senior managers adapt their behaviour to that most appropriate at a given time, and to create the organisational infrastructure needed to make effective teams the organisational norm rather than the exception. A case study is presented illustrating the networked nature of leadership and the culture change associated with making effective teams “the way we do things around here.”

Details

Journal of Management Development, vol. 23 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

Book part
Publication date: 8 November 2010

Leslie H. Vincent

This chapter examines the role of team processes in predicting overall effectiveness for multidisciplinary teams charged with commercializing new technologies. Theory suggests…

Abstract

This chapter examines the role of team processes in predicting overall effectiveness for multidisciplinary teams charged with commercializing new technologies. Theory suggests that both social- and task-related processes are essential in order for diverse teams to achieve their full potential. Furthermore, these team processes evolve over time, creating even more complexity related to technology commercialization. A panel of teams is surveyed over time to capture this dynamism and the role of key social and task processes. Results suggest that social team processes, such as cohesion and identification, predict affective performance (i.e., team satisfaction and commitment). Objective team performance is primarily a function of task cohesion and trust. Furthermore, affective performance serves as a mediator between social team processes and objective performance for these high-tech teams. Post-hoc analyses examine the differences in the development of both task and social processes for high- and low-performing teams. High-performing teams have higher levels of task-focused interaction, functional conflict and task cohesion early on in the commercialization process as compared with low-performing teams. Effective teams establish key social processes early on, which provides the foundation for team success.

Details

Spanning Boundaries and Disciplines: University Technology Commercialization in the Idea Age
Type: Book
ISBN: 978-0-85724-200-6

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

Article
Publication date: 5 December 2017

Helge Lippert and Victor Dulewicz

There is a paucity of research into high-performing virtual teams. This study aims to design and test a model of virtual team performance and to produce a profile of high

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Abstract

Purpose

There is a paucity of research into high-performing virtual teams. This study aims to design and test a model of virtual team performance and to produce a profile of high-performing teams.

Design/methodology/approach

The main constructs found to have influenced virtual team performance in business were trustworthiness, commitment, communication characteristics, cross-cultural communication style and structure effects. New or revised scales to measure these and a new performance measure, based on five performance criteria, were developed. A research model was designed and tested, and a profile of high-performance teams produced. The sample from a global telecoms company comprised 108 global virtual teams. Two senior managers rated performance independently.

Findings

Hierarchical regression results explained 75.7 per cent of the variance of performance. Analysis of variance revealed that model fit was highly statistically significant. Trustworthiness was identified as the predominant factor, explaining a majority of the dependent variable’s variance, while interpersonal communication, commitment and cross-cultural communication style were also identified as important. The 52 items differentiating high- and low-performing teams are reported and discussed.

Originality/value

The research model makes a contribution to team performance theory and understanding, especially the relative importance of constructs for explaining performance. The profile of high-performing teams adds greatly to our knowledge and provides valuable guidance for team management, selection and development.

Details

Team Performance Management: An International Journal, vol. 24 no. 3/4
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 May 1984

Charles Margerison and Dick McCann

The successful management of work teams is a key factor in the effectiveness of any organisation. We have found that managers have different approaches to making their team

Abstract

The successful management of work teams is a key factor in the effectiveness of any organisation. We have found that managers have different approaches to making their team successful. However, they agree that the end purpose must be to achieve a winning combination in which the individuals work together to achieve the task objectives. The role of the manager in this process is central. Often we can find many highly talented individuals, but they need a skilled manager to bring them together as a team.

Details

Leadership & Organization Development Journal, vol. 5 no. 5
Type: Research Article
ISSN: 0143-7739

Open Access
Article
Publication date: 30 August 2021

Desirée H. van Dun and Celeste P.M. Wilderom

Why are some lean workfloor teams able to improve their already high performance, over time, and others not? By studying teams' and leaders' behaviour-value patterns, this…

4524

Abstract

Purpose

Why are some lean workfloor teams able to improve their already high performance, over time, and others not? By studying teams' and leaders' behaviour-value patterns, this abductive field study uncovers a dynamic capability at the team level.

Design/methodology/approach

Various methods were employed over three consecutive years to thoroughly examine five initially high-performing lean workfloor teams, including their leaders. These methods encompassed micro-behavioural coding of 59 h of film footage, surveys, individual and group interviews, participant observation and archival data, involving objective and perceptual team-performance indicators. Two of the five teams continued to improve and perform highly.

Findings

Continuously improving high lean team performance is found to be associated with (1) team behaviours such as frequent performance monitoring, information sharing, peer support and process improvement; (2) team leaders who balance, over time, task- and relations-oriented behaviours; (3) higher-level leaders who keep offering the team face-to-face support, strategic clarity and tangible resources; (4) these three actors' endorsement of self-transcendence and openness-to-change work values and alignment, over time, with their behaviours; and (5) coactive vicarious learning-by-doing as a “stable collective activity pattern” among team, team leader, and higher-level leadership.

Originality/value

Since lean has been undertheorised, the authors invoked insights from organisational behaviour and management theories, in combination with various fine- and coarse-grained data, over time. The authors uncovered actors' behaviour-value patterns and a collective learning-by-doing pattern that may explain continuous lean team performance improvement. Four theory-enriching propositions were developed and visualised in a refined model which may already benefit lean practitioners.

Article
Publication date: 1 February 1996

Ed Kur

Presents the faces model, a new model of team development which describes teams using five common patterns, called “faces”. The model assumes that teams wear one face, then move…

5671

Abstract

Presents the faces model, a new model of team development which describes teams using five common patterns, called “faces”. The model assumes that teams wear one face, then move to wearing another in a somewhat random order, unless members proactively drive their teams to wear a face or engage in a pattern which they believe is more desirable than the others. Describes the “performance” face in detail, since it is the most desirable pattern for most teams in organizations. Also describes approaches for moving typical teams from each of the other faces to the performance face. Takes issue with many popular development models which describe most groups as moving through a specific sequence of patterns.

Details

Leadership & Organization Development Journal, vol. 17 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Abstract

Details

Communicating Knowledge
Type: Book
ISBN: 978-1-80262-104-4

Article
Publication date: 1 May 1984

Charles Margerison and Dick McCann

Why do some teams work effectively and others not? The authors, in examining the attributes of High Performing Teams, show that there are three major areas which team leaders need…

Abstract

Why do some teams work effectively and others not? The authors, in examining the attributes of High Performing Teams, show that there are three major areas which team leaders need to concentrate upon. These are example, experience and expertise. There are certain work functions that are critical to success and there is a need for every work team to have a member who can co‐ordinate and integrate these functions. This person performs the “linking” role.

Details

Industrial and Commercial Training, vol. 16 no. 5
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 January 2005

Linda S. Wing

Aims to explore how high performing teams create exponential growth.

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Abstract

Purpose

Aims to explore how high performing teams create exponential growth.

Design/methodology/approach

Characteristics of the market within which the high‐performance team operated are described as accelerated change (high velocity) and knowledge creation (innovation and research). These characteristics more often than not describe characteristics of firms operating in the global enterprise system. The opinions and experiences expressed are articulated so that others who wish to emulate significant levels of performance have a roadmap to such success.

Findings

Conditions for success across a wide range of organizational principles, actions and philosophies are articulated and highlight the systems orientation of high performance. Organizations who wish for accelerated growth, resilience and change will be introduced to a series of techniques which, when applied, create understanding required for swift action in high velocity, global markets. The viewpoint is grounded in actual experience and the understanding of a leader who led through team leaders for superior outcomes. A model of leadership activities, actions, principles and philosophies required to gain this superior performance is shared.

Practical implications

The article is particularly relevant to practicing leaders in knowledge industries characterized by transaction and innovation speed, as well as the accompanying change that often follows innovation. Application will also be highly relevant to those leaders who lead highly proficient knowledge workers, as the model creates understanding of the organizational conditions necessary to unleash the full potential of these employees.

Originality/value

Practitioners will find the information in the article very useful in helping to focus on day to day operations and the relevant view things which create dynamic results.

Details

Team Performance Management: An International Journal, vol. 11 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

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