TY - JOUR
T1 - Effects of rotated leadership and peer evaluation on the functioning and effectiveness of self-managed teams
T2 - A quasi-experiment
AU - Erez, Amir
AU - LePine, Jeffrey A.
AU - Elms, Heather
PY - 2002
Y1 - 2002
N2 - In a quasi-experiment of 38 self-managed undergraduate teams, we examined the effects of team designs that differed with respect to the form of member evaluation and team leadership. Relative to teams that relied on external evaluations, teams with peer evaluations had higher levels of workload sharing, voice, cooperation, performance, and member satisfaction. Relative to teams that relied on leader emergence, teams that rotated leadership among members had higher levels of voice, cooperation, and performance. Overall, results of the study demonstrate the potential importance of team-design decisions in self-managed teams.
AB - In a quasi-experiment of 38 self-managed undergraduate teams, we examined the effects of team designs that differed with respect to the form of member evaluation and team leadership. Relative to teams that relied on external evaluations, teams with peer evaluations had higher levels of workload sharing, voice, cooperation, performance, and member satisfaction. Relative to teams that relied on leader emergence, teams that rotated leadership among members had higher levels of voice, cooperation, and performance. Overall, results of the study demonstrate the potential importance of team-design decisions in self-managed teams.
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U2 - 10.1111/j.1744-6570.2002.tb00135.x
DO - 10.1111/j.1744-6570.2002.tb00135.x
M3 - Article
AN - SCOPUS:0036921619
SN - 0031-5826
VL - 55
SP - 929
EP - 948
JO - Personnel Psychology
JF - Personnel Psychology
IS - 4
ER -