How Leaders Foster Self-Managing Team Effectiveness: Design Choices Versus Hands-on Coaching

Authors:
Ruth Wageman
Affiliations:
-
Venue:
Organization Science
Year:
2001

Citing 0
Cited 8

Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams

Organization Science
Self-regulated learning strategies and software training

Information and Management
FirmNet: the scope of firms and the allocation of task in a knowledge-based economy

Computational & Mathematical Organization Theory
Fostering Team Innovation: Why Is It Important to Combine Opposing Action Strategies?

Organization Science
A case study of project management practices in virtual settings: lessons from working in and managing virtual teams

ACM SIGMIS Database
Multi-Agent-Based simulation: why bother?

MABS'05 Proceedings of the 6th international conference on Multi-Agent-Based Simulation
Interpretative case studies on agile team productivity and management

Information and Software Technology
Action-embedded transformational leadership in self-managing global information systems development teams

The Journal of Strategic Information Systems

Quantified Score

Hi-index	0.00

Visualization

Abstract

This multi-method field study examines the relative effects of two kinds of leader behaviors--design choices and hands-on coaching--on the effectiveness of self-managing teams. Findings show that how leaders design their teams and the quality of their hands-on coaching both influence team self-management, the quality of member relationships, and member satisfaction, but only leaders' design activities affect team task performance. Moreover, design and coaching interact, so that well-designed teams are helped more by effective coaching--and undermined less by ineffective coaching--than are poorly designed teams.