The role of leaders in shaping formal team norms

Taggar, Simon; Ellis, Robert J.

doi:10.1016/j.leaqua.2007.01.002

Cited by 129 publications

(104 citation statements)

References 90 publications

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“…Third, we examine internal relationships within the committees themselves, focusing on performance assessments, opinions of leadership, and disagreements. Each of these factors has been shown in prior studies to be critical to effective team functioning (Simons and Peterson 2000;Taggar and Ellis 2007;Stern et al 2009). …”

Section: Conceptual Frameworkmentioning

confidence: 96%

A comparative study of two community-based conservation models in Nepal

Baral

Stern

2011

Biodivers Conserv

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Conservation areas (CAs) and community forests (CFs) are generally considered to be two successful community-based conservation (CBC) models in Nepal. Nepal's two CAs are administered by a nongovernmental organization (NGO), and all of its CFs are administered by a government agency (GA). The goal of this research is to compare and contrast these two models using quantitative and qualitative data collected through field research in the Annapurna Conservation Area in the summer of 2007 and adjacent CFs in the fall of 2008. The Conservation Area Management Committee (CAMC) and the Community Forest User Committee (CFUC) are the functional decision-making entities at the local level in CAs and CFs, respectively. We conducted one-on-one semi-structured interviews with 66 executive members of 10 CAMCs and 67 members of 9 CFUCs. While both models appear to have performed well overall, the CA under the direction of the NGO appears to have fared better with regard to (i) developing trust of local constituencies, (ii) garnering favorable attitudes among villagers, (iii) building capacity of executive members, and (iv) improving standards of living. We suggest that the particular accountabilities associated with NGOs may situate them in a better position to cultivate local governance than state entities on their own.

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Section: Conceptual Frameworkmentioning

confidence: 96%

A comparative study of two community-based conservation models in Nepal

Baral

Stern

2011

Biodivers Conserv

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“…Therefore, they attempt to establish a norm that regards the diversity of opinions, values, and viewpoints as important. Taggar and Ellis (2007) showed that a leader's expectations have a significant impact on the creation of norms. As the diversity of norms increase, the norm for maintaining consensus decreases.…”

Section: Hypothesesmentioning

confidence: 99%

“…The only empirical study on the subject was conducted by Carson et al (2007), which focused on contextual antecedents of shared leadership in teams, such as shared purpose, social support, voice, and external team coaching, rather than the role of formal team leaders. Prior research has consistently shown that the leadership behavior of team leaders has a considerable impact on the attitudes of team members toward their jobs, team climate, and team performance (e.g., Barling, Weber, & Kelloway, 1996;Charbonneau, Barling, & Kelloway, 2001;Grojean, Resick, Dickson, & Smith, 2004;Howell & Avolio, 1993;Shamir, House, & Arthur, 1993;Taggar & Ellis, 2007;Wendt, Euwema, & van Emmerik, 2009;Wofford, Calabro, & Sims, 1975). Therefore, in this study, I attempt to investigate the role of the formal leader of the R&D team in developing shared leadership among team members.…”

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confidence: 99%

Transformational leadership and gatekeeping leadership: The roles of norm for maintaining consensus and shared leadership in team performance

Ishikawa

2012

Asia Pac J Manag

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This study focuses on shared leadership in Japanese R&D teams. The effects of both transformational and gatekeeping leaderships of formal leaders on shared leadership are examined. Moreover, the effect of shared leadership on R&D team performance is examined. Hypotheses are tested with a sample of 654 researchers working in 119 R&D industrial research teams in Japan. Results show that transformational leadership has a negative effect on shared leadership through the norm for maintaining consensus such that it positively influences the norm, which in turn negatively influences shared leadership. In contrast, gatekeeping leadership has a direct as well as an indirect positive impact on shared leadership through the norm for maintaining consensus such that it negatively influences the norm, which in turn negatively influences shared leadership. In addition, this study finds that shared leadership positively influences R&D team performance. These results suggest that leadership displayed by team members and that by formal leaders significantly influences team performance. The results are discussed in the context of the unique Japanese work environment.

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“…Similarly, Hiller et al (2006) conducted a field study on the collective emergence of leadership and found that sharing of the planning and organizing responsibilities, providing support to teammates, and engaging in mentoring within the team, were positively related to supervisor-rated team effectiveness. Additionally, a study by Taggar and Ellis (2007) suggests that promoting collaboration norms within a team can lead to improved problem solving. Finally, a recent study by Im, Montoya, and Workman (2013) evaluated internal and external antecedents to team creativity and found that interpersonal coordination and willingness to share ideas (which they termed "social cohesion") were predictive of the team's creative output.…”

Section: Collectivistic Actions Team Performance and Team Outcomesmentioning

confidence: 99%