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How Leaders Foster Self-Managing Team Effectiveness
16 references·16 citing·40 second hopsampled
How Leaders Foster Self-Managing Team Effectiveness (2001)How Leaders Foster Self-Managing Team Eff…The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The iron cage revisited insti…Handbook of Organizational Behavior (2001)Handbook of Organizational Be…Interdependence and Group Effectiveness (1995)Interdependence and Group Eff…Group Versus Individual Training and Group Performance: The Mediating Role of Transactive Memory (1995)Group Versus Individual Train…RELATIONS BETWEEN WORK GROUP CHARACTERISTICS AND EFFECTIVENESS: IMPLICATIONS FOR DESIGNING EFFECTIVE WORK GROUPS (1993)RELATIONS BETWEEN WORK GROUP …Demography and Design: Predictors of New Product Team Performance (1992)Demography and Design: Predic…Managerial Leadership: A Review of Theory and Research (1989)Managerial Leadership: A Revi…The design of work teams (1987)The design of work teamsLeading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams (1987)Leading Workers to Lead Thems…Self-Leadership: Toward an Expanded Theory of Self-Influence Processes in Organizations (1986)Self-Leadership: Toward an Ex…Leaders : the strategies for taking charge (1985)Leaders : the strategies for …The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…Goal setting and task performance: 1969–1980. (1981)Goal setting and task perform…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…Group process and productivity (1972)Group process and productivityMotives in fantasy, action, and society (1958)Motives in fantasy, action, a…Perspective—Rethinking Teams: From Bounded Membership to Dynamic Participation (2018)Perspective—Rethinking Teams:…Using workforce analytics to improve strategy execution (2017)Using workforce analytics to …Team personality composition, emergent leadership and shared leadership in virtual teams: A theoretical framework (2017)Team personality composition,…Choosing where to work at work – towards a theoretical model of benefits and risks of activity-based flexible offices (2016)Choosing where to work at wor…Structural interdependence in teams: An integrative framework and meta-analysis. (2015)Structural interdependence in…Understanding the physical environment of work and employee behavior: An affective events perspective (2014)Understanding the physical en…Team Reflexivity as an Antidote to Team Information-Processing Failures (2014)Team Reflexivity as an Antido…Teachers’ Organizational Commitment: Examining the Mediating Effects of Distributed Leadership (2013)Teachers’ Organizational Comm…Performance Pressure as a Double-edged Sword (2012)Performance Pressure as a Dou…From causes to conditions in group research (2012)From causes to conditions in …A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE, INFORMAL LEADER EMERGENCE, AND INDIVIDUAL AND TEAM PERFORMANCE (2012)A MULTILEVEL INVESTIGATION OF…Taking the reins: The effects of new leader status and leadership style on team performance. (2011)Taking the reins: The effects…So many teams, so little time: Time allocation matters in geographically dispersed teams (2011)So many teams, so little time…Group Behavior and Performance (2010)Group Behavior and PerformanceFostering Team Innovation: Why Is It Important to Combine Opposing Action Strategies? (2009)Fostering Team Innovation: Wh…Diversity and Homophily at Work: Supportive Relations Among White and African-American Peers (2005)Diversity and Homophily at Wo…The Social Construction of Reality (1967)Organizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)A Garbage Can Model of Organizational Choice (1972)The Population Ecology of Organizations (1977)International Norm Dynamics and Political Change (1998)Self-efficacy mechanism in human agency. (1982)Basics of Qualitative Research: Grounded Theory Procedures and Techniques. (1992)Basics of Qualitative Research: Grounded Theory Procedures and Techniques (1993)BEYOND RELATIONAL DEMOGRAPHY: TIME AND THE EFFECTS OF SURFACE- AND DEEP-LEVEL DIVERSITY ON WORK GROUP COHESION. (1998)Measuring climate for work group innovation: development and validation of the team climate inventory (1998)BEYOND SELF-MANAGEMENT: ANTECEDENTS AND CONSEQUENCES OF TEAM EMPOWERMENT. (1999)A Theory of Social Comparison Processes (1954)Differentiation and Integration in Complex Organizations (1967)Characteristics of Organizational Environments and Perceived Environmental Uncertainty (1972)The Network Structure Of Social Capital (2000)Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes (2001)What's the difference? diversity constructs as separation, variety, or disparity in organizations (2007)The Social Psychology of Organizations. (1979)Leadership and Performance beyond Expectations (1987)Organizational culture and leadership (1993)Paradox and Performance: Toward a Theory of Behavioral Complexity in Managerial Leadership (1995)LEADERSHIP IN THE NORTH AMERICAN ENVIRONMENTAL SECTOR: VALUES, LEADERSHIP STYLES, AND CONTEXTS OF ENVIRONMENTAL LEADERS AND THEIR ORGANIZATIONS. (2000)The Contagious Leader: Impact of the Leader's Mood on the Mood of Group Members, Group Affective Tone, and Group Processes. (2005)Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research (1975)Telling more than we can know: Verbal reports on mental processes. (1977)Social Learning Theory. (1978)Formative assessment and the design of instructional systems (1989)A Multimethod Examination of the Benefits and Detriments of Intragroup Conflict (1995)Employability: A psycho-social construct, its dimensions, and applications (2004)Many hands make light the work: The causes and consequences of social loafing. (1979)The psychology of social impact. (1981)Perspective Making and Perspective Taking in Communities of Knowing (1995)The Social Scientific Study of Leadership: Quo Vadis? (1997)An evaluation of conceptual weaknesses in transformational and charismatic leadership theories (1999)Teams in Organizations: From Input-Process-Output Models to IMOI Models (2004)On the meaning of work: A theoretical integration and review (2010)Corporate Social and Financial Performance: A Meta-Analysis (2003)
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 1985Leaders : the strategies for taking charge2,617 cited
  • 1981Goal setting and task performance: 1969–1980.2,451 cited
  • 1993RELATIONS BETWEEN WORK GROUP CHARACTERISTICS AND EFFECTIVENESS: IMPLICATIONS FOR DESIGNING EFFECTIVE WORK GROUPS2,200 cited
  • 1987The design of work teams2,152 cited
  • 1972Group process and productivity2,103 cited
  • 1992Demography and Design: Predictors of New Product Team Performance1,822 cited
  • 1989Managerial Leadership: A Review of Theory and Research1,655 cited
  • 1958Motives in fantasy, action, and society1,601 cited
  • 1995Interdependence and Group Effectiveness1,412 cited
  • 2001Handbook of Organizational Behavior1,362 cited
  • 1986Self-Leadership: Toward an Expanded Theory of Self-Influence Processes in Organizations1,065 cited
  • 1987Leading Workers to Lead Themselves: The External Leadership of Self- Managing Work Teams

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1,039 cited
  • 1995Group Versus Individual Training and Group Performance: The Mediating Role of Transactive Memory1,010 cited
  • Cited by

    • 2015Structural interdependence in teams: An integrative framework and meta-analysis.242 cited
    • 2009Fostering Team Innovation: Why Is It Important to Combine Opposing Action Strategies?240 cited
    • 2012From causes to conditions in group research231 cited
    • 2014Team Reflexivity as an Antidote to Team Information-Processing Failures227 cited
    • 2012A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE, INFORMAL LEADER EMERGENCE, AND INDIVIDUAL AND TEAM PERFORMANCE226 cited
    • 2012Performance Pressure as a Double-edged Sword223 cited
    • 2016Choosing where to work at work – towards a theoretical model of benefits and risks of activity-based flexible offices223 cited
    • 2014Understanding the physical environment of work and employee behavior: An affective events perspective214 cited
    • 2011So many teams, so little time: Time allocation matters in geographically dispersed teams194 cited
    • 2005Diversity and Homophily at Work: Supportive Relations Among White and African-American Peers192 cited
    • 2017Team personality composition, emergent leadership and shared leadership in virtual teams: A theoretical framework188 cited
    • 2010Group Behavior and Performance181 cited
    • 2017Using workforce analytics to improve strategy execution162 cited
    • 2013Teachers’ Organizational Commitment: Examining the Mediating Effects of Distributed Leadership160 cited
    • 2011Taking the reins: The effects of new leader status and leadership style on team performance.158 cited
    • 2018Perspective—Rethinking Teams: From Bounded Membership to Dynamic Participation156 cited