Leadership and trust facilitating cross‐functional team success
By S. Webber. 2002
252 citations recorded by the source corpus.
Subfields: Communication, Social Psychology, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/1ed8e0be63c15151bfa5b6b5c16f7ba69187fb1f
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Communication
In Social Psychology
- Neuza Ribeiro
- Arménio Rego
- Miguel Pina e Cunha
- Eduardo Salas
- Andreia Vitória
- Ana L. Magalhães
- Katinka M. Bijlsma-Frankema
- Shawn Burke
In Strategy and Management
- Neuza Ribeiro
- Katinka M. Bijlsma-Frankema
- Eduardo Salas
- Shawn Burke
- Arménio Rego
- Miguel Pina e Cunha
- Gerhard G. van de Bunt
Citations in the corpus
- Heed, a missing link between trust, monitoring and performance in knowledge intensive teams (2008, background): “Although in literature on trust in leadership the importance of supervisors for the functioning of teams is stressed time and again (Dirks and Ferrin 2002 ; Webber 2002 ; Gillespie and Mann 2004 ) little attention has been paid to the relationship between trust in supervisors and team performance”
- Is there a “Big Five” in Teamwork? (2005, background): “…“the shared perception . . . that individuals in the team will perform particular 568 SMALL GROUP RESEARCH / October 2005 actions important to its members and . . . will recognize and protect the rights and interests of all the team members engaged in their joint endeavor” (Webber, 2002, p. 205).”
- Teamwork as an essential component of high-reliability organizations. (2006, background): “…and appraising that input to determine what is most correct Increased task involvement, information sharing, strategizing, and participatory goal setting Mutual trust (Bandow 2001; Webber 2002) The shared belief that team members will perform their roles and protect the interests of their teammates”
- Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, background): “…transparent, behaving honestly, and adopting a balanced processing of information, authentic leaders also promote positive interpersonal relationships and trust with and within the team (Avolio, Gardner, Walumbwa, Luthans, & May, 2004; George, 2003; Walumbwa et al., 2011; Webber, 2002).”