Interest in the theory and practice of teams in organizations has grown dramatically in recent years as evidenced by studies such as LaFasto and Larson’s (2001) research with over 6,000 team members and leaders. While there have been explorations into what characterizes effective teams, very little has been done to demonstrate what leadership behaviors, both at the organizational level and at t...

Today, healthcare organizations are faced with the growing realization that functional and professional silos within the organization are counter to the provision of efficient and effective patient care and are fertile grounds for errors or sentinel events to occur. The improvement of patient care and prevention of errors require that collaboration among professionals occur at the patient care ...

The paper discusses the need of software development process for eGovernment information systems in Bulgaria. The author has experience as a team leader of control and acceptance group of several eGovernment projects in the last years. The topic is eGovernence.

This study examines how leadership characteristics in new product development teams affect the learning, knowledge application, and subsequently the performance of these teams. Using data from a study of 229 members from 52 high-tech new product projects, we empirically demonstrate that team learning has a strong positive effect on the innovativeness and speed to market of the new products. Mor...

We examine the impact of the subjective experience of power on leadership dynamics and team performance and find that the psychological effect of power on formal leaders spills over to affect team performance. We argue that a formal leader’s experience of heightened power produces verbal dominance, which reduces team communication and consequently diminishes performance. Importantly, because th...

This article reviews existing literature on e-leadership and the attendant concept of virtual teams. Current scholarship of e-leadership says the goals of leadership have not changed, but the new e-leader needs to implement those goals electronically on computer-mediated virtual teams that are dispersed over space and time. What is very different is that the e-leader may never physically meet o...

36–28 points: You’re doing a great job as a servant leader! Keep encouraging and helping others. 27–20 points: You have lots of positive leadership skills. Keep up the good work as you learn more skills. 19–12 points: With practice, you can grow as a leader. Look at the quiz for ideas to work on. W hen you walk into the school cafeteria, can you spot a leader? Is it the kid who speaks the loude...

This study examined 2 leader functions likely to be instrumental in synchronizing large systems of teams (i.e., multiteam systems [MTSs]). Leader strategizing and coordinating were manipulated through training, and effects on functional leadership, interteam coordination, and MTS performance were examined. Three hundred eighty-four undergraduate students participated in a laboratory simulation ...

I study firms that consist of small teams where individual workers’ contributions to output are observable only within each team, team members interact continuously over time and each team bargains with the firm over the net value of output. I assume that trigger strategies are used within teams to support more efficient outcomes than the noncooperative one. The wage bargaining solution is show...