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Effects of Leader
Role, Team-Set Goal Difficulty, Efficacy,
and Tactics on Team Effectiveness
Durham, C.C.,
Knight, D., & Locke, E.A., (1997) Effects of leader
role, team-set
| goal
difficulty, efficacy, and tactics on team effectiveness.
Organizational Behavior and Human Decision Processes, Vol.
72, No. 2, 203-231. |
A video game simulation, work teams,
and leaders - an experiment that discovers the impact of leadership
on work team effectiveness.
How effective are teams in
organizations? With the growing trend to switch to teams in
organizations, the need to find out how effective they are is great.
Additionally, what kind of leader is appropriate for what kind of
team? This experiment took a video game, work teams, and
leaders to discover these answers.
Cathy Durham, Don Knight, and Edwin
Locke utilized concepts from three domains: leadership theory,
social cognitive theory, and goal setting theory, to identify
factors influencing team effectiveness. They set out to find
how leadership, motivation, and competencies of a team would affect
the team's performance.
Leadership takes into account
the degree of participative decision making (PDM) and autonomy given
to the team. PDM will be most beneficial when used as an
information exchange method. Passing along valuable
information to the subordinates and among them is a communication
key to team success. In this study, two different types of
leaders were designated, the commander, who was a traditional leader
with a more autocratic style, and a coordinator, who acted like a
coach or facilitator to the team.
There was no manipulation of task
ability or knowledge of the skill used in the activity, but the
researchers did measure it. The type of task here was a team
task in which members had to discover how to attain certain goals.
A tank battle simulation was used as the activity to study this type
of performance.
Goal setting looks at motivational
factors in this study. This theory states that simple tasks
require more universal strategies using learned skills, and more
complex tasks require skills that have to be discovered. To
relate this to the organizational setting, this can be compared to
training vs. discovery of how to complete a task. In this
study, the task was a new one where skills would have to be
discovered.
Social cognitive theory was used to
look at self efficacy (self-confidence about a specific task), a
powerful effect on team performance. The researchers believed
that efficacy would be a team level variable and predicted task
difficulty to affect team efficacy in turn affecting team
performance.
The study used two hundred sixteen
university students with a 50/50 split between males and females.
An even number of groups contained two males with one female and two
females with one male. An even number of groups also had commanders
as well as coordinators. Each member of the team was to
navigate his/her own tank and destroy pillboxes to complete the
task. The task was designed to be successful only when the
members worked as a team. The teams had sessions where they
could perform the task then break and form a new strategy if
necessary. The scoring at the end was tallied for each team
and compared.
The researchers first found
that when teams have to learn a new task requiring coordination
among members, leadership role makes a difference in the development
of tactics. The coordinator led teams, more suited to a self
managed team in the organizational setting, were more successful.
It is suggested to be so due to the greater cognitive involvement of
all members and better communication.
Leadership role also
indirectly affected performance through its effects on team tactics.
Leadership has been shown to affect follower goals and self efficacy
through charismatic leadership and motivating factors.
A third finding was that the
PDM style of leadership, which was most effective, had effects that
were cognitive in nature. The PDM style did not have effects
on team goals or efficacy, but aids in strategy or tactic
formulation. A shared knowledge by team subordinates and the
team leader allow groups to develop better team tactics.
This research has direct
application to self managing work teams in organizations. It
is an excellent example of a study that looked at different factors
in assessing team performance. If you are a leader or member
of a self managing work team, whether traditionally lead or
facilitated, this would be an excellent article to take a look at.
I suggest this as a must read for those that fall into this
category.
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