title: The external leadership of self-managing teams: intervening in the context of novel and disruptive events.
abstract: Relatively little empirical research has been conducted on external leaders of self-managing teams. The integration of functional leadership theory with research on team routines suggests that leaders can intervene in teams in several different ways, and the effectiveness of this intervention depends on the nature of the events the team encounters. External team leaders from 3 organizations first described a series of events (N=117), and leaders and team members then completed surveys to quantitatively describe the events. Results indicated that leader preparation and supportive coaching were positively related to team perceptions of leader effectiveness, with preparation becoming more strongly related to effectiveness as event novelty increased. More active leader intervention activities (active coaching and sense making) were negatively related to satisfaction with leadership yet were positively related to effectiveness as events became more disruptive.
authors.affiliation: The Eli Board Graduate School of Management, Michigan State University, East Lansing, MI 48824-1122, USA. morgeson@msu.edu
authors.forename: Frederick P
authors.initials: FP
authors.lastname: Morgeson
mesh_terms: D000328:Adult; D001290:Attitude; D003625:Data Collection; D004345:Drug Industry / Q000458:organization & administration; D004493:Education; D005260:Female; D005525:Food-Processing Industry / Q000458:organization & administration; D006801:Humans; D007324:Institutional Management Teams; D007588:Job Satisfaction; D007857:Leadership; D008283:Maintenance / Q000458:organization & administration; D008297:Male; D008875:Middle Aged; D011340:Problem Solving; D012648:Self Care; D014495:Universities / Q000458:organization & administration