WHEN AND HOW TEAM LEADERS MATTER

By J. Hackman, Ruth Wageman. 2004

149 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/e8863bfede27f15cb8a79e2cf2e0b70fa1bb3699

How researchers see this paper

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

In Management Science and Operations Research

1. J. Hackman
2. C. Tabernero
3. D. van Knippenberg
4. Ruth Wageman
5. Rolf van Dick
6. M. Hogg
7. Johannes Ullrich
8. David E. Rast

In Organizational Behavior and Human Resource Management

1. D. van Knippenberg
2. M. Hogg
3. Rolf van Dick
4. David E. Rast
5. J. Hackman
6. Johannes Ullrich
7. Matthias Spitzmuller
8. Ning Li

In Social Psychology

1. D. van Knippenberg
2. M. Hogg
3. David E. Rast
4. Rolf van Dick
5. J. Hackman
6. David de Cremer
7. Matthias Spitzmuller
8. C. Tabernero

Citations in the corpus

• Asking the Right Questions About Leadership: Discussion and Conclusions (2007, methodology): “6; Hackman & Wageman, 2005).”
• The role of Task-orienTed versus relaTionship- orienTed leadership on normaTive conTracT and group performance (2009, background): “…of knowledge and skills members bring to the team, a leader can facilitate team effectiveness by selecting members with the required diversity of knowledge and skills, helping members to enhance their level of effort, and choosing the appropriate task strategies (Hackman & Wageman, 2005b).”
• Do they [all] see my true self? Leader's relational authenticity and followers' assessments of transformational leadership (2010, background): “Despite mixed findings on the relationship of leadership to economic performance, there has been a widespread belief among both practitioners and scholars in the salvationary power of leaders in organizations (Hackman & Wageman, 2005 ).”
• How leadership matters: The effects of leaders' alignment on strategy implementation (2010, unknown): “For example, one of the critical ways leaders influence the performance of work groups is by providing a compelling direction for the group (Hackman & Wageman, 2005).”
• Getting Everyone on Board (2015, background): “In team contexts, leader influences may be constrained, attenuated, or exaggerated by the environment where teams function (Hackman & Wageman, 2005).”
• Intergroup Leadership in Organizations: Leading Across Group and Organizational Boundaries (2012, background): “…that builds a shared social identity also creates more fertile ground for subsequent leadership targeted at this shared social identity (van Knippenberg & Hogg, 2003), and, more generally, the effectiveness of group leadership is contingent on earlier leadership actions (Hackman & Wageman, 2005).”
• Repairing and Enhancing Trust: Approaches to Reducing Organizational Trust Deficits (2010, background): “This association is so powerful that Hackman and his colleagues (Hackman, 2002 ; Hackman & Wageman, 2005 ) characterized the tendency as the leader attribution error .”