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

By Ruth Wageman. 2001

413 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/9b6758a208b5d73dc399d7d092a49a16e97a48de

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Linking Managerial Coaching and Leader–Member Exchange on Work Engagement and Performance (2018, background): “Work engagement has been nominated as an important goal of managerial coaching because it is an important indicator of individual well-being and happiness at work (Bakker 2011) and driver of the development and performance of employees (Duff 2013; Wageman 2001).”
WHEN AND HOW TEAM LEADERS MATTER (2004, background): “Dealing with emergent team problems and opportunities is manyfold easier – and far more likely to be successful – if conditions favorable to team performance are in place than if they are not (Wageman, 2001).”
Participative Leadership and the Organizational Commitment of Civil Servants in China: The Mediating Effects of Trust in Supervisor (2013, positive): “They prefer consultation over direction (Amabile et al., 2004), as well as consensus building, and they exhibit behaviors that allow followers to manage themselves (Wageman, 2001).”
Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness (2010, neutral): “…in self-management by exhibiting notably selfplanning, self-monitoring, self-reinforcement, and self-adjustment (Castaneda, Kolenko, & Aldag, 1999; Lambe, Webb, & Ishida, 2009; Militello, Kyne, Klein, Getchell, & Thordsen, 1999; Rousseau, Aubé, & Savoie, 2006; Tata & Prasad, 2004; Wageman, 2001).”
A theory of team coaching (2005, background): “Further findings from the Wageman (2001) study described above provide evidence in sup- port of this proposition.”
Optimizing team conflict dynamics for high performance teamwork (2017, background): “Wageman (1995) reported that Xerox repair services teams with a common goal (i.”
Emergent leadership in virtual teams: what do emergent leaders do? (2004, result): “This is somewhat consistent with the past research on self-managing teams (Manz & Sims, 1987; Wageman, 2001).”
Team Reflexivity as an Antidote to Team Information-Processing Failures (2014, background): “Teams whose leaders pay close attention to such “team design factors” may set in motion a self-reinforcing spiral of motivated team information processing and enhanced team performance (Wageman, 2001).”
Multiple faces of coaching: Manager-as-coach, executive coaching, and formal mentoring. (2012, background): “…manageras-coach studies reviewed in this article (i.e., Bowles & Picano, 2006; Deviney, 1994; Graham, Wedman, & Garvin-Kester, 1993; McGibben, 1995; Wageman, 2001) addressed the effectiveness of coaching skills and behaviors such that training program positively impacted on managers’ coaching…”
Task and person-focused leadership behaviors and team performance: A meta-analysis (2016, positive): “This way, two more studies, which provided only team numbers, were also included in the analysis (i.e. Wageman, 2001; Cooper & Wakelam, 1999).”
Team Diagnostic Survey (2005, methodology): “Research attesting to the validity of the theory-specified conditions in influencing team effectiveness was reported by Hackman (1990), Hackman and O’Connor (2005), and Wageman (2001).”
A theory of leadership for quality: Lessons from TQM for leadership theory1 (2006, methodology): “Leadership at other levels in the organization is in the form of team design and coaching behaviours (Wageman, 2001) and in the use of appropriate ‘control’ and ‘exploration’ structuring behaviours (Douglas & Judge, 2001). These and other behaviours such as systematic experimentation behaviours and ”
Job and team design: Toward a more integrative conceptualization of work design (2008, background): “For example, Wageman (2001) found that well-designed organizational support systems were related to better performance and satisfaction of both individuals and teams.”
Making a Difference: Organization as Design (2003, background): “Wageman's findings show that only design activity affects team task performance, and in addition, that welldesigned teams are helped more than poorly designed teams by hands-on coaching (Wageman 2001).”