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Chandon, William; Nadler, Gerald - In: Team Performance Management: An International Journal 6 (2000) 7/8, pp. 122-130

In this article, the authors provide a practical framework for the development and implementation of successful organizational change programs. To date the focus of much writing in this area has been on “external” elements of organization but the authors argue that what is needed is more...

Persistent link: https://www.econbiz.de/10015031068

Implications for organization design: teams as pockets of excellence

Brodbeck, Peter W. - In: Team Performance Management: An International Journal 8 (2002) 1/2, pp. 21-38

Argues that efforts to adapt to increased volatility and uncertainty are still plagued by the traditional wisdom and domination of command‐and‐control hierarchies. In highlighting over two decades of intimation for appropriate organizational structural fit, identifies recurring barriers to...

Persistent link: https://www.econbiz.de/10015031091

From individual to team learning: practical perspectives on the learning organisation

Yeo, Roland - In: Team Performance Management: An International Journal 8 (2002) 7/8, pp. 157-170

misconstrued in practical contexts due to its level of abstraction. Effective leadership is regarded as the leitmotif in driving …

Persistent link: https://www.econbiz.de/10015031099

The impact of team leader performance on team member satisfaction: the subordinate’s perspective

Jeanquart Miles, Sandy; Mangold, Glynn - In: Team Performance Management: An International Journal 8 (2002) 5/6, pp. 113-121

The focus of this paper was twofold: to examine critical team leader behaviors (as perceived by the subordinate) that result in team member satisfaction; and to determine if there is a significant difference between the perceptions of team leaders and team members regarding the level of team...

Persistent link: https://www.econbiz.de/10015031100

Team leadership activities in different project phases

Weinkauf, Katharina; Hoegl, Martin - In: Team Performance Management: An International Journal 8 (2002) 7/8, pp. 171-182

technological and market complexities and dynamics. Building on the extant literature on team leadership, we specify and categorize … leadership activities that are seen as critical to teamwork and performance in project teams. Based on an empirical study on a … large‐scale project comprising 39 teams, we show how these leadership activities are carried out in the course of a project …

Persistent link: https://www.econbiz.de/10015031104

Organizational citizenship: a case study of MedLink Ltd

Appelbaum, Steven; Al Asmar, Johnny; Chehayeb, Ramy; … - In: Team Performance Management: An International Journal 9 (2003) 5/6, pp. 136-154

projects. Concludes there appears to be a direct relationship between the factors of communication, leadership, power and …

Persistent link: https://www.econbiz.de/10015031118

Indelible impressions of an authentic coach

Biggs, Beverly - In: Team Performance Management: An International Journal 9 (2003) 7/8, pp. 205-206

leadership have become successful entrepreneurs themselves. Repeat business of long‐time clients benchmarks her sustained success. …

Persistent link: https://www.econbiz.de/10015031125

Leadership in teams: managerial responses

Natale, Samuel M.; Sora, Sebastian A.; Kavalipurapu, … - In: Team Performance Management: An International Journal 10 (2004) 3/4, pp. 45-52

This paper explores the real issues in team effectiveness as they relate to leadership, assessment and policies in any …

Persistent link: https://www.econbiz.de/10015031131

What would Machiavelli think? An overview of the leadership challenges in team‐based structures

Callanan, Gerard A. - In: Team Performance Management: An International Journal 10 (2004) 3/4, pp. 77-83

still focuses on tactics to increase power as a means to ensure a leadership position. This attention to individual … individual power and the collaborative skills necessitated by team‐based structures creates a number of leadership challenges for …, assesses the implications for organizational managers and individual team members, and offers recommendations for leadership …

Persistent link: https://www.econbiz.de/10015031135

Team leadership at the 100‐foot level

Trent, Robert J. - In: Team Performance Management: An International Journal 10 (2004) 5/6, pp. 94-103

or failure of organizational work teams, making leadership an area that managers cannot ignore. While creating an … organizational vision or inspiring others to follow are important leadership traits when viewing leadership at a very high level, the … article presents the topic of team leadership by discussing why team leadership should be of interest to organizational …

Persistent link: https://www.econbiz.de/10015031137