Effects of Rotated Leadership and Peer Evaluation on the Functioning and Effectiveness of Self‐managed Teams: A Quasi‐experiment

Abstract

In a quasi‐experiment of 38 self‐managed undergraduate teams, we examined the effects of team designs that differed with respect to the form of member evaluation and team leadership. Relative to teams that relied on external evaluations, teams with peer evaluations had higher levels of workload sharing, voice, cooperation, performance, and member satisfaction. Relative to teams that relied on leader emergence, teams that rotated leadership among members had higher levels of voice, cooperation, and performance. Overall, results of the study demonstrate the potential importance of team‐design decisions in self‐managed teams.

Liderança transformacional e a eficácia grupal: o papel mediador dos comportamentos de suporte

“…Quando os membros da equipe adotam comportamentos de suporte (ajudam os novos colegas de trabalho a tornarem-se mais produtivos) aumentam a eficácia do grupo de trabalho ou da unidade (MacKenzie, Podsakoff, & Fetter, 1993), na medida em que possibilitam a transferência de conhecimento no seio organizacional (Koning & Van Kleef, 2015). Os membros da equipe podem completar as respectivas tarefas, que dificilmente realizariam de forma individual, através do apoio mútuo, promovendo não só a integração das suas contribuições (Erez, Lepine, & Elms, 2002), como também a melhoria do desempenho da equipe (Campion, Medsker, & Higgs, 1993).…”

Illusion of Control: Theoretical Perspective on Power-Dependence Relationships

“…However, emergent leadership often leads to feelings of reduced responsibility by the leader and the team members which may lead to reductions in effort toward achieving team outcomes (Shepperd, 1993). Erez, Lepine, and Elms (2002) have suggested that rotated leadership within teams will help ameliorate reduced responsibility by fostering a sense of workload sharing and empathy.…”

“…Within these teams, decision-making authority is left to the members who belong to that team. Additionally, self-managed teams allow for various configurations of team processes such as leadership (Erez, Lepine, & Elms, 2002). In one instance, a leader within the team may emerge and carry out leadership functions (Karakowsky & Siegel, 1999;Plowman et al, 2007).…”

“…Therefore, exploring LMX and CWX in a team context will provide a clearer window in which exchange relationships and their effects upon influence can be seen to manifest. Erez, Lepine, and Elms (2002) have suggested that rotated leadership within teams fosters workload sharing, voice, and cooperation among team members. At the same time, this team design has interesting implications for the development of relationships and the distribution of power within those relationships.…”

Classifying Dissatisfaction: Student Perspectives on Teammate Performance

“…12 These scales generally identify a range of positive teaming behaviors, and students use a Likert scale to describe their peers' performance for each of them. 9,22 Criteria generally used for peer evaluations include: commitment to the group, ability to deal constructively with conflicts (communication), active participation in decision making, accountability for assigned tasks, and assumption of initiative or a leadership role. 10 In a meta-analysis of peer rating instruments, Baker identified eight basic components 2 1.…”