Finance: Executive leadership teams are an excellent way for the CEO, the board and other hospita... more Finance: Executive leadership teams are an excellent way for the CEO, the board and other hospital leaders to coordinate their efforts.
ABSTRACT This study investigated the differential effects of task design and reward system design... more ABSTRACT This study investigated the differential effects of task design and reward system design on group functioning; the effectiveness of ''hybrid'' groups, in which groups' tasks and/or rewards have both individual and group elements; and how individuals' preferences for autonomy moderate their responses to interdependence at work. An intervention in the reward system at a large U.S. corporation created group, individual, and hybrid rewards for 150 existing teams of technicians that had group, hybrid, or individual tasks. Groups performed best when their tasks and outcomes were either pure group or pure individual. Hybrid groups performed quite poorly, had low-quality interaction processes, and low member satisfaction. Task and outcome interdependence affected different aspects of group functioning: Tasks influenced variables related to cooperation, while outcomes influenced variables related to effort. Individuals' autonomy preferences did not moderate the effects of task and reward interdependence but, instead, were themselves influenced by the amount of interdependence in the work. These findings have implications for the design of work and reward systems for work groups.
... 118 JR HACKMAN ET AL. Table 5.2 Points of leverage for creating conditions that enhance team ... more ... 118 JR HACKMAN ET AL. Table 5.2 Points of leverage for creating conditions that enhance team effectiveness Points of leverage Process criteria Direction Structure Context Coaching Ample effort Challenging Motivational structure of group task Reward system Remedying ...
The Oxford Handbook of Leadership and Organizations, 2014
ABSTRACT Although team leadership can be enacted in many ways, a team's formal authority ... more ABSTRACT Although team leadership can be enacted in many ways, a team's formal authority structure shapes how key leadership functions are fulfilled and by whom. This chapter analyzes how specific team leadership challenges and opportunities emerge, whether the team itself or managers hold legitimate authority for four critical team functions (Hackman, 2002): (1) executing the team task, (2) monitoring and managing work processes, (3) designing the team and its context, and (4) setting overall direction for the team. It then uses the four resultant team authority structures (manager-led, self-managing, self-designing, self-governing) to synthesize relevant research, draw implications for the practice of team leadership, and identify directions for future research. This chapter is intended to give practitioners and scholars a way to explore the characteristics of a particular situation that suggest a particular authority structure and the ways in which members and formal leaders may effectively operate within that structure. While teams accomplish much of the work in modern organizations (Hills, 2007; Kozlowski & Bell, 2003; Lawler, Mohrman, & Ledford, 1995), the meaning of team leadership remains elusive. Two factors contribute to this ambiguity. First, team leadership encompasses a wide variety of activities—it can mean everything from deciding to form a team in the first place, to composing the team, to exhorting members to exert more effort (
This article describes the development of the Team Diagnostic Survey (TDS), an instrument intende... more This article describes the development of the Team Diagnostic Survey (TDS), an instrument intended for use both for the diagnosis of the strengths and weaknesses of work teams and for research on team behavior and performance. The TDS is based explicitly on existing research and theory about the conditions that foster team effectiveness. It provides an assessment of how well a team is structured, supported, and led as well as several indicators of members’ work processes and their affective reactions to the team and its work. The psychometric properties of the TDS are satisfactory, based on analyses of data from 2,474 members of 321 teams in a diversity of organizations. Appropriate uses of the instrument are discussed.
Finance: Executive leadership teams are an excellent way for the CEO, the board and other hospita... more Finance: Executive leadership teams are an excellent way for the CEO, the board and other hospital leaders to coordinate their efforts.
ABSTRACT This study investigated the differential effects of task design and reward system design... more ABSTRACT This study investigated the differential effects of task design and reward system design on group functioning; the effectiveness of ''hybrid'' groups, in which groups' tasks and/or rewards have both individual and group elements; and how individuals' preferences for autonomy moderate their responses to interdependence at work. An intervention in the reward system at a large U.S. corporation created group, individual, and hybrid rewards for 150 existing teams of technicians that had group, hybrid, or individual tasks. Groups performed best when their tasks and outcomes were either pure group or pure individual. Hybrid groups performed quite poorly, had low-quality interaction processes, and low member satisfaction. Task and outcome interdependence affected different aspects of group functioning: Tasks influenced variables related to cooperation, while outcomes influenced variables related to effort. Individuals' autonomy preferences did not moderate the effects of task and reward interdependence but, instead, were themselves influenced by the amount of interdependence in the work. These findings have implications for the design of work and reward systems for work groups.
... 118 JR HACKMAN ET AL. Table 5.2 Points of leverage for creating conditions that enhance team ... more ... 118 JR HACKMAN ET AL. Table 5.2 Points of leverage for creating conditions that enhance team effectiveness Points of leverage Process criteria Direction Structure Context Coaching Ample effort Challenging Motivational structure of group task Reward system Remedying ...
The Oxford Handbook of Leadership and Organizations, 2014
ABSTRACT Although team leadership can be enacted in many ways, a team's formal authority ... more ABSTRACT Although team leadership can be enacted in many ways, a team's formal authority structure shapes how key leadership functions are fulfilled and by whom. This chapter analyzes how specific team leadership challenges and opportunities emerge, whether the team itself or managers hold legitimate authority for four critical team functions (Hackman, 2002): (1) executing the team task, (2) monitoring and managing work processes, (3) designing the team and its context, and (4) setting overall direction for the team. It then uses the four resultant team authority structures (manager-led, self-managing, self-designing, self-governing) to synthesize relevant research, draw implications for the practice of team leadership, and identify directions for future research. This chapter is intended to give practitioners and scholars a way to explore the characteristics of a particular situation that suggest a particular authority structure and the ways in which members and formal leaders may effectively operate within that structure. While teams accomplish much of the work in modern organizations (Hills, 2007; Kozlowski & Bell, 2003; Lawler, Mohrman, & Ledford, 1995), the meaning of team leadership remains elusive. Two factors contribute to this ambiguity. First, team leadership encompasses a wide variety of activities—it can mean everything from deciding to form a team in the first place, to composing the team, to exhorting members to exert more effort (
This article describes the development of the Team Diagnostic Survey (TDS), an instrument intende... more This article describes the development of the Team Diagnostic Survey (TDS), an instrument intended for use both for the diagnosis of the strengths and weaknesses of work teams and for research on team behavior and performance. The TDS is based explicitly on existing research and theory about the conditions that foster team effectiveness. It provides an assessment of how well a team is structured, supported, and led as well as several indicators of members’ work processes and their affective reactions to the team and its work. The psychometric properties of the TDS are satisfactory, based on analyses of data from 2,474 members of 321 teams in a diversity of organizations. Appropriate uses of the instrument are discussed.
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Papers by Ruth Wageman