4.2 Groups At Work (Complete Elaborate Summary)

LITERATUUR 4.2C GROUPS AT WORK WEEK 1................................................................................................. 2
DRUSKAT & WHEELER (2003).................................................................................................................................3
MORGESON ET AL. (2010)......................................................................................................................................7
WU ET AL. (2020)...............................................................................................................................................14
STEWART ET AL. (2019)........................................................................................................................................17
LITERATUUR 4.2C GROUPS AT WORK WEEK 2............................................................................................... 24
ELMS ET AL. (2023).............................................................................................................................................25
DE JONG ET AL. (2016)........................................................................................................................................30
LANGFRED & ROCKMANN (2016)...........................................................................................................................36
LANGFRED (2004)...............................................................................................................................................43
LITERATUUR 4.2C GROUPS AT WORK WEEK 3............................................................................................... 48
DE WIT ET AL. (2012)..........................................................................................................................................49
O’NEILL & MCLAREN (2018)................................................................................................................................60
MALTARICH ET AL. (2018).....................................................................................................................................72
SHAH ET AL. (2021).............................................................................................................................................77
LITERATUUR 4.2C GROUPS AT WORK WEEK 4............................................................................................... 92
VAN KNIPPENBERG. (2004)...................................................................................................................................93
VAN DIJK ET AL. (2012)......................................................................................................................................104
BEZRUKOVA. (2016)..........................................................................................................................................112
VAN KNIPPENBERG. (2013).................................................................................................................................123
HOMAN ET AL. (2016)........................................................................................................................................128
COLLEGE 4:.......................................................................................................................................................141

,Literatuur 4.2C Groups at work week 1
One Sentence abstracts:

Druskat & Wheeler: External leaders can best support self-managing teams by moving back
and forth across boundaries (team vs. organization level) and build relationships.

Morgeson et al.: A framework that integrates existing team leadership research and describes
the full range of ways in which leadership can manifest itself within a team

Wu et al.: Integrated framework of shared leadership with three parts; antecedents,
consequents and moderators (substantive and methodological).

Stewart et al.: The paradoxical concept of self-leadership, a literature review of self-
leadership and 4 paradoxes.

,Druskat & Wheeler (2003)
External leaders can best support self-managing teams by moving back and forth across
boundaries (team vs. organization level) and build relationships.

External leadership is more complex and demanding, compared to traditional leadership:
 Less control over team actions
 Large number of teams to supervise
 Ambiguity of the role
 “Hands-off consultative form of influence in which they ask questions, provide
information, and give advice”
 Bottom-up approach: influence comes less from power in the role, but from the ability
to persuade members to talk, listen, and accept advice.
 “Ambassadorial activities” such as actively persuading outsiders to support the team,
protect the team from outside pressure, and lobbying for resources.

Research Questions:
1. What do highly effective external leaders do to influence those inside and outside
their teams, and how do these forms of influence facilitate team self-management
and team effectiveness?
2. Do highly effective external leaders place an emphasis on building relationships
inside and/or outside their teams, and if so, how do these relationships facilitate
team self-management and team effectiveness?
3. Do highly effective external leaders scout and disseminate information among
teams and their broader organization, and if so, how does this facilitate team self-
management and team effectiveness?
4. What strategies do highly effective external leaders use to empower their teams,
and how do they ensure team decisions and actions that support team
effectiveness?
5. How do the behaviors and strategies of effective external leaders combine to
facilitate team self-management and team effectiveness? (Aka what is the
dynamic process of external leadership.

Methods
 Sample: 3,500 employees. 66 external leaders, referred to as team advisors, led 300
teams. Advisors were responsible for five to eight teams.
o Leaders selected based on three criteria (figure 1)
 objective team performance
 team member nominations for outstanding leaders
 manager nominations for outstanding leaders.
 (1) a sample of external leaders with superior performance and (2) a sample of
external leaders with average performance
 Behaviors of both average and superior leaders were analyzed  turned into a
codebook of 11 behaviors that were found to be consistently used by superior
performance leaders and not often by average leaders.

, Codebook / behaviors that define effective external leaders

 Relating
o Social and political awareness
 Understanding power relationships, maintaining good relationships
with different departments, understanding big and little picture, being
well respected
o Building team trust (in the leader)
 Comes across as fair, honest, and reliable, will come through in helping
members
o Caring about team members
 Caring actions that validate members’ needs and concerns, not just
seeing employees as a number, caring more about members than
making themselves look good.
 Scouting
o Seeking information from managers, peers, and specialists
 Contacting others instead of relying solely on own knowledge, advisors
must get information from below and above, do their homework about
an issue
o Diagnosing member behavior
 Displaying a diagnostic understanding of team or member behavior
through analyzing verbal or nonverbal behavior, understanding people
and their needs, good listener
o Investigating problems systematically
 Breaking a problem into small pieces and collecting data within the
team to systematically track down its cause, seek team members input,
ask for suggestions, not holding back information, utilize team to solve
problems
 Persuading
o Obtaining external support
 Using persuasion to shape beliefs and behavior of outsiders, such as
managers, to gain their support for the team, authority in upper
management, proactive
o Influencing the team
 Shaping the beliefs and behaviors of the team members so that they
will make choices that improve team effectiveness, communicate clear
objectives to the team.
 Empowering
o Delegating authority
 Giving control, authority, and responsibility to the team, accepting
members’ ideas
o Flexibility regarding team decisions
 Is flexible and open-minded about the way the team or a member
chooses to carry out the assignment, role, etc., believing in team ideas,
letting people take risks
o Coaching
 Strengthening the team by providing feedback, encouragement, and
developing knowledge, advisors should share what they know, taking
care of team training needs