Managing from the boundary: The effective leadership of self-managing work teams

By V. Druskat, Jane V. Wheeler. 2003

191 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/763a700277fb32c02ce4bb17c441b2363bf16c88

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Siobhan O’Mahony
2. Christine M. Shea
3. Maryam Alavi
4. I.J. Hetty van Emmerik
5. Youngjin Yoo
6. Martin C. Euwema
7. Beth A. Bechky
8. G. Stewart

In Social Psychology

1. Siobhan O’Mahony
2. Maryam Alavi
3. I.J. Hetty van Emmerik
4. Youngjin Yoo
5. Martin C. Euwema
6. Beth A. Bechky
7. G. Stewart
8. Jane M. Howell

In Strategy and Management

1. Siobhan O’Mahony
2. Christine M. Shea
3. Maryam Alavi
4. I.J. Hetty van Emmerik
5. Youngjin Yoo
6. Martin C. Euwema
7. Beth A. Bechky
8. G. Stewart

Citations in the corpus

• Emergent leadership in virtual teams: what do emergent leaders do? (2004, result): “This is consistent with the recent findings by Druskat and Wheeler (2003), who found that the effective external leaders of self-managing teams acted as an interface between the team and its organizational environments.”
• Effects of Champion Behavior, Team Potency, and External Communication Activities on Predicting Team Performance (2006, background): “Previous research has demonstrated that information acquired through boundary spanning is a powerful resource for influencing organizational decisions (Pettigrew, 1972) and for improving team decisions and effectiveness (Ancona & Caldwell, 1992; Druskat & Wheeler, 2003).”
• The Emergence of Governance in an Open Source Community (2007, background): “…status, responsibility, or opportunities to enhance their own development (Stewart, 2005; von Krogh, Spaeth and Lakhani, 2003), production communities can satisfy a contributor's need for recognition and reward in ways that their work lives may not (e.g. Drucker, 2001; DiMaggio and Anheier, 1990).”
• A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance (2006, background): “…transformational and empowering leadership are developed and advocated from different theoretical perspectives, they are expected to have somewhat similar outcomes in teams, as a primary objective of each is empowerment of the team (Burns, 1978; Druskat & Wheeler, 2003; Kark, Shamir, & Chen, 2003).”
• Leadership and Team Cohesiveness Across Cultures (2009, background): “Therefore, development of cohesiveness among team members is an important part of team management (Druskat & Wheeler, 2003).”