A theory of team coaching

By J. Hackman, Ruth Wageman. IEEE Engineering Management Review, 2005

691 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/947cd561c7d5bfdc51d06236aeeef44769dc4187

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Citations in the corpus

Personality And Leadership Composition in Top Management Teams: Implications For Organizational Effectiveness (2014, methodology): “…when provided to the TMT as a whole, might be used to raise awareness about how team composition influences interactions in the TMT and provides the team with ideas about how to maximize effectiveness given the existing composition of the TMT (Feldman & Lankau, 2005; Hackman & Wageman, 2005).”
It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, background): “Furthermore, some group development models propose an intense transition phase at the midpoint (e.g., Gersick, 1989; Hackman & Wageman, 2005), which implies that change-oriented behaviors are required to set a new direction for the team and thus to exhibit social influence in the midterm meeting.”
Shared leadership in teams: An investigation of antecedent conditions and performance (2007, background): “" These items captured the motivational and consultative functions of external leaders that have been suggested as particularly important for fostering both commitment to a team and independence (Hackman & Wageman, 2005; Morgeson, 2005).”
Team Reflexivity as an Antidote to Team Information-Processing Failures (2014, background): “Team leader coaching is defined as “direct interaction with a team intended to help members make coordinated and task-appropriate use of their collective resources in accomplishing the team’s work” (Hackman & Wageman, 2005, p. 269) .”
Understanding and improving teamwork in organizations: a scientifically based practical guide (2015, methodology): “Research has provided recommendations regarding specific approaches to coaching a wide range of team members (Coultas, Bedwell, Burke, & Salas, 2011; Hackman & Wageman, 2005).”
A Process-Based Explanation of the Psychic Distance Paradox: Evidence from Global Virtual Teams (2014, background): “Hackman and Wageman (2005) list three processes they consider relevant for team performance, namely (1) the level of effort expended toward the task, (2) the appropriateness of task strategies and (3) relevant skills and knowledge of the team members.”
Instrumental leadership: Measurement and extension of transformational–transactional leadership theory (2014, background): “…leadership theory, we argue that beyond transformational and transactional-oriented influence, effective leaders must also ensure that organizations adapt to the external environment and use resources efficiently (Fleishman et al., 1991; Hackman & Wageman, 2005; Morgeson, 2005; Mumford, 2006).”