EFFECTS OF LEADERSHIP ROLES ON TEAM EFFECTIVENESS*

Abstract

In this study we aim to explain the patterns of leadership roles for team effectiveness in non profit organizations compared to economic organizations. For this purpose, we studied three successful organization types, i.e the amateur sports clubs (football, basketball), theater companies and, regional folk groups. Our basic hypothesis is that the relationship between the type of organization (specially teams) and the role of leadership is not random. Therefore, we believe that an empirical approach is necessary to test the assumptions about leadership and team effectiveness. Also these empirical results are supposed to lead to professional managers in economic organizations. First, we constructed thirteen key dimension variables for leadership behavior as follows: coaching, effective communication, encouraging teamwork, establishing high standards and getting results, effective delegation, rewarding performance, developing and releasing employees, building consensus, supporting reasonable risk- taking, forecast thinking, improving the organization, managing diversity, and overall effectiveness . Second, we defined team standards and effectiveness in twenty items. And finally, we tried to emphasize factors affecting leadership roles and team effectiveness. In this study, Natemeyer and Babko (1992) Management Practices Survey data are used. Data reliability are tested before the analysis and results are discussed at the end of the study

Keywords

• Team effectiveness, Leadership Roles

References

1. Anqelique Andrews B.S. (2001). Virtual Teams and Technology: The Relationship between Training and Team Effectiveness, Dissertation, University of North Texas, p. 71.
2. Cheung S.O, Thomas N. S., Lam K.C., and Yue W.M.(2001). A Satisfying Leadership Behavior Model for Design Consultants, International Journal of Project Management, 19, p. 421-429
3. Dewald Sherry L. (Messina) (2002). Collaborative Leadership in Law Enforcement Teams, Dissertation, University of Denver, p. 166.
4. Diskul, Pajita (2001). Toward Effective Self-managing Work Teams (SMWTs): The Relationship between Perceived Leadership Styles and SMWT Characteristics. Dissertation, Virginia Commonwealth University Richmond, Virginia , p. 266.
5. Garner C., L.,(1998): Team Building and Organizational Effectiveness, Dissertation, The University of Texas at Austin. p. 210.
6. Grendstad Gunnar , Strand Torodd (1999). Organizational types and leadership roles, Scandinavian Journal of Management, 15, p. 385-403
7. Jiang J. J., Motwani, J. and Margulis S. T. (1997). IS team projects: IS professionals rate six criteria for assessing effectiveness Team Performance Management, Vol. 3 No. 4, p .236-243.
8. Viveiros Marie Gail (1999). An Investigation into The Relationship between Effective Teams and Individual Team Member Behavior Patterns: A New Perspective on Organizational Functioning. Dissertation, University of Colorado at Denver., p. 183.

9. Mumford Michael D., Stephen J. Zaccaro, Francis D. Harding , T. Owen Jacobs and Edwin A. Fleishman (2000). Leadership Skills for a Changing World: Solving Complex Social Problems Leadership Quarterly, 11(1), p. 11–35.
10. Kangis, P, and Kelley, L. L., (2000): Project leadership in clinical research organizations, International Journal of Project Management, 18, p. 393-401
11. Robbins, S.,(1998) :”Organizational Behavior: Concepts, Controversies, Applications”, Prentice-Hall, USA
12. Samawicz Philip Stephen (1998). Cross-Cultural Team Building: The Impact of Leadership and Technology on an Industrial Project in West Africa, Dissertation, The Fielding Institute , p. 143.