the differences between the teams with shared leader- ship and those without are still significant in regard to collective efficacy and transactive memory system even when the other variables are controlled for.
Discussion
This study provides evidence that a work team can find a stronger sense of competence (efficacy) and a stronger transactive memory system when leadership is shared. Although this study did not demonstrate conventional levels of significance in regard to rela- tional conflict scores, the scores for teams with shared leadership were on average lower than scores of teams with traditional leadership. Leadership is traditionally considered to be an exercise in the influ- ence of a single individual, and so the idea of several people fulfilling a leader’s function for a work team does not seem readily apparent, or even manageable. Yet, teams in this study with shared leadership enjoy motivational, social, and cognitive advantages over the teams led by a single individual.
Managerial Implications There are several important implications for organi- zations associated with this study. First, shared leader- ship has the potential to provide great benefits for all types of teams, not just self-managed teams. Shared leadership provides team members with confidence,sat- isfaction,and ownership because they are part of the cre- ation and maintenance of team processes and objectives. Second, even though a leader is not designated within a team,one person may still take on this role with or with- out the overall team’s approval, and this impacts critical processes within the team that likely impact team per- formance. Finally, there are several team processes at work within teams that impact the extent to which teams meet expectations. Managers must attend to how teams are accomplishing their work and develop ways to cap- ture how functional teams are behaving in regard to leadership, motivation, socialization, and cognition
Limitations The study reported in this article has several limi- tations. First is the use of a laboratory study with students. Kerlinger and Lee (2000) considered the laboratory study as “one of the great inventions of all time” (p. 581). This is largely due to the fact that the environment is controlled so that it is possible to iso- late the examination of how the variables of interest influence each other while other variables and noise are considered relatively equal, which gives the labo- ratory setting internal validity. However, a disadvan- tage of the laboratory setting is poor external validity due to the artificiality of the research situation and the limited generalizability across different participants and situations (Kerlinger & Lee, 2000). Although the findings may not directly translate into real-world teams, in general, the underlying relation- ships are likely to occur in similar situations where individuals are allowed to self-manage their team and processes. Real issues are simulated in this study in that teams were faced with challenges, time con- straints, and dealing with individuals with different perspectives, personalities, and values. They met and
the differences between the teams with shared leader- ship and those without are still significant in regard to collective efficacy and transactive memory system even when the other variables are controlled for.
Discussion
This study provides evidence that a work team can find a stronger sense of competence (efficacy) and a stronger transactive memory system when leadership is shared. Although this study did not demonstrate conventional levels of significance in regard to rela- tional conflict scores, the scores for teams with shared leadership were on average lower than scores of teams with traditional leadership. Leadership is traditionally considered to be an exercise in the influ- ence of a single individual, and so the idea of several people fulfilling a leader’s function for a work team does not seem readily apparent, or even manageable. Yet, teams in this study with shared leadership enjoy motivational, social, and cognitive advantages over the teams led by a single individual.
Managerial Implications There are several important implications for organi- zations associated with this study. First, shared leader- ship has the potential to provide great benefits for all types of teams, not just self-managed teams. Shared leadership provides team members with confidence,sat- isfaction,and ownership because they are part of the cre- ation and maintenance of team processes and objectives. Second, even though a leader is not designated within a team,one person may still take on this role with or with- out the overall team’s approval, and this impacts critical processes within the team that likely impact team per- formance. Finally, there are several team processes at work within teams that impact the extent to which teams meet expectations. Managers must attend to how teams are accomplishing their work and develop ways to cap- ture how functional teams are behaving in regard to leadership, motivation, socialization, and cognition
Limitations The study reported in this article has several limi- tations. First is the use of a laboratory study with students. Kerlinger and Lee (2000) considered the laboratory study as “one of the great inventions of all time” (p. 581). This is largely due to the fact that the environment is controlled so that it is possible to iso- late the examination of how the variables of interest influence each other while other variables and noise are considered relatively equal, which gives the labo- ratory setting internal validity. However, a disadvan- tage of the laboratory setting is poor external validity due to the artificiality of the research situation and the limited generalizability across different participants and situations (Kerlinger & Lee, 2000). Although the findings may not directly translate into real-world teams, in general, the underlying relation- ships are likely to occur in similar situations where individuals are allowed to self-manage their team and processes. Real issues are simulated in this study in that teams were faced with challenges, time con- straints, and dealing with individuals with different perspectives, personalities, and values. They met and
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