The external leadership of self-managing teams: Intervening in the context of novel and disruptive events
The external leadership of self-managing teams: Intervening in the context of novel and disruptive events
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DOI：
10.1037/0021-9010.90.3.497
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发表时间：
2005-05-01
影响因子：
9.9
通讯作者：
Morgeson, FP
中科院分区：
文献类型：
--
作者：
Morgeson, FP
对自我管理团队外部领导的实证研究相对较少。将功能领导理论与团队惯例研究相结合，表明领导者可以通过几种不同的方式干预团队，这种干预的有效性取决于团队遇到的事件的性质。来自3个组织的外部团队领导首先描述了一系列事件（N = 117），然后领导和团队成员完成调查以定量描述事件。结果表明，领导准备和支持性指导与团队对领导效能的感知呈正相关，随着事件新颖性的增加，准备与效能的关系变得更强。更积极的领导干预活动（积极的指导和意义制定）与领导满意度呈负相关，但随着事件变得更具破坏性，与有效性呈正相关。
Relatively little empirical research has been conducted on external leaders of self-managing teams. The integration of functional leadership theory with research on team routines suggests that leaders can intervene in teams in several different ways, and the effectiveness of this intervention depends on the nature of the events the team encounters. External team leaders from 3 organizations first described a series of events (N = 117), and leaders and team members then completed surveys to quantitatively describe the events. Results indicated that leader preparation and supportive coaching were positively related to team perceptions of leader effectiveness, with preparation becoming more strongly related to effectiveness as event novelty increased. More active leader intervention activities (active coaching and sense making) were negatively related to satisfaction with leadership yet were positively related to effectiveness as events became more disruptive.