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How Leaders Foster Self-Managing Team Effectiveness: Design Choices Versus Hands-on Coaching

Author

Listed:
  • Ruth Wageman

    (Dartmouth College, The Amos Tuck School, 100 Tuck Hall, Hanover, New Hampshire 03755-9023)

Abstract

This multi-method field study examines the relative effects of two kinds of leader behaviors—design choices and hands-on coaching—on the effectiveness of self-managing teams. Findings show that how leaders design their teams and the quality of their hands-on coaching both influence team self-management, the quality of member relationships, and member satisfaction, but only leaders' design activities affect team task performance. Moreover, design and coaching interact, so that well-designed teams are helped more by effective coaching—and undermined less by ineffective coaching—than are poorly designed teams.

Suggested Citation

  • Ruth Wageman, 2001. "How Leaders Foster Self-Managing Team Effectiveness: Design Choices Versus Hands-on Coaching," Organization Science, INFORMS, vol. 12(5), pages 559-577, October.
    • Handle: RePEc:inm:ororsc:v:12:y:2001:i:5:p:559-577
    DOI: 10.1287/orsc.12.5.559.10094
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    References listed on IDEAS

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    1. Deborah Gladstein Ancona & David F. Caldwell, 1992. "Demography and Design: Predictors of New Product Team Performance," Organization Science, INFORMS, vol. 3(3), pages 321-341, August.
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