Open AccessBook
Leading Teams: Setting the Stage for Great Performances
J. Richard Hackman
- 10 Jul 2002
1.2K
TL;DR: Part I: Teams Chapter 1: The Challenge Part II: Enabling Conditions Chapter 2: A Real Team Chapter 3: Compelling Direction Chapter 4: En enabling Structure Chapter 5: Supportive Context Chapter 6: Expert Coaching Part III: Opportunities Chapter 7: Imperatives for Leaders Chapter 8: Thinking Differently About Teams
read more
Abstract: Part I: Teams Chapter 1: The Challenge Part II: Enabling Conditions Chapter 2: A Real Team Chapter 3: Compelling Direction Chapter 4: Enabling Structure Chapter 5: Supportive Context Chapter 6: Expert Coaching Part III: Opportunities Chapter 7: Imperatives for Leaders Chapter 8: Thinking Differently About Teams
read more
Chat with Paper
AI Agents for this Paper
Find similar papers on Google Scholar, PubMed and Arxiv
Write a critical review of this paper
Analyze citations of this paper to find unaddressed research gaps
Citations
Managing Strategic Contradictions: A Top Management Team Model for Simultaneously Exploring and Exploiting
Wendy K. Smith,Michael L. Tushman +1 more
- 01 Jan 2010
TL;DR: In this article, the authors identify a set of top management team conditions that facilitate a team's ability to engage in paradoxical cognitive processes and further argue that the locus of paradox in top management teams resides either with the senior leader or with the entire team.
29
Academic leadership : management of groups or leadership of teams? A multiple-case study on designing and implementing a team-based development programme for academic leadership
TL;DR: In this article, the authors describe the development and implementation of a group training intervention in academic leadership at a departmental level and identify vital components that are associated with team effectiveness, and their general implications are explored in relation to the possibility of systematically developing academic leadership.
28
The Influence of Organizational Culture in Women Participation and Inclusion in Voluntary Organizations in Italy
TL;DR: In this article, the authors analyze the rules whereby women are selected for leadership and management roles and describe the cultural values that can foster their inclusion and participation in Italian Voluntary Organizations.
28
Confidence in Dyadic Decision Making: The Role of Individual Differences
TL;DR: The authors found that the confidence expressed by dyads was higher than that expressed by individuals, with low-confidence dyads showing the largest increase, mixed dyads showed a moderate increase, and high-confidence pairs showing no increase, despite the fact that all groups showed similarly low accuracy.
28