MANAGING FROM THE BOUNDARY: THE EFFECTIVE LEADERSHIP OF SELF-MANAGING WORK TEAMS.

By V. Druskat, Jane V. Wheeler. 2001

302 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a15baf8d0e6b5794dee060bb00a4f87c69f6cf32

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Citations in the corpus

Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “In contrast to distributed leadership, the conventional leadership paradigm either posits or assumes an external leader who is positioned hierarchically above the team members (Druskat and Wheeler 2003).”
Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors (2018, background): “Team success also relies on the external leader’s full awareness of the team context (Short, 1993) and needs (Druskat & Wheeler, 2003).”
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “Taken together, our review suggests that external managers remain essential for empowered team effectiveness (e.g., Druskat & Wheeler, 2003; Manz & Sims, 1987; Sims & Manz, 1984).”
Voice Flows to and around Leaders (2013, background): “Even the most autonomous teams face problems that they cannot fully solve via lateral voice among teammates who are ‘‘sharing leadership’’—even teams sharing leadership sometimes need to seek more resources or intervention from above to address unanticipated problems (Druskat and Wheeler, 2003).”
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2010, background): “In a qualitative examination of formal external leaders, Druskat and Wheeler (2003) showed how leaders can “scout” or seek information from individuals or groups outside the team.”
A framework for examining leadership in extreme contexts (2009, background): “For instance, Druskat and Wheeler (2003) observed that more effective self-managed teams had leaders who relied less on legitimate means of authority andmore on their expert or referent power to direct teams.”
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, background): “As Druskat and Wheeler (2003) posited, effective or empowering leadership is an important driver of successful employee empowerment.”
Shared leadership in teams: An investigation of antecedent conditions and performance (2007, background): “Supportive coaching can also be distinguished from other external team leadership functions, such as designing a team and its task (Wageman, 2001) and facilitating boundary management (Druskat & Wheeler, 2003).”
Six Sigma: Definition and underlying theory (2008, background): “Research indicates that individuals strongly linked to the external and internal environment are more effective at boundary spanning (Druskat and Wheeler, 2003; Tushman and Scanlan, 1981).”
Emotional intelligence as the basis of leadership emergence in self-managing teams ☆ (2002, background): “…(KSAs) Despite the growing use of empowered teams such as self-managing work teams (SMWTs) (Lawler, 1998), little research or theory have appeared in the past two decades to help answer persistent questions about their leadership needs (Cohen, Chang, & Ledford, 1997; Druskat & Wheeler, 2002).”
Developing Leaders for Decision Making Under Stress: Wildland Firefighters in the South Canyon Fire and Its Aftermath (2005, background): “Druskat and Wheeler (2003), for example, found that successful work teams were overseen more often than others by managers who were particularly good at acquiring critical information and building good relations between the team and outside constituencies.”
The Emergence of Governance in an Open Source Community (2007, background): “Recent research has identified leader behaviors that are critical to the success of such groups such as building relationships, scouting for information, persuading constituents to offer their support (Druskat and Wheeler, 2003), and fostering team members’ self-observation and evaluation (Manz and ”
To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. (2005, background): “With the recent movement toward more empowering and flexible organizational designs, it is fair to say that “leaders appear to be a forgotten group” (Druskat & Wheeler, 2003).”
Self-Leadership: A Multilevel Review (2011, background): “In terms of external leaders helping self-leading teams to effectively interact with the environment, Druskat and Wheeler (2003) used qualitative data taken from 300 self-directed production teams and their external leaders to develop a boundary-spanning model where effective external leaders serve…”
Positive psychology at work: A conceptual review, state-of-practice assessment, and a look ahead (2013, background): “While empowerment is typically conceptualized as the downward distribution of power (Druskat & Wheeler, 2003), Spreitzer (1995) recognized empowerment as a multidimensional construct consisting of employees’ sense of control over their work and their active interest and involvement in their role,…”