Team Performance Management

Developing the global management team: a new paradigm of key leadership perspectives : Table of Contents

Mika Gabrielsson, Hannu Seristö, John Darling — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – Because of globalization, an increased focus on more effective team-building has become a greater priority. The purpose of this paper is to suggest and describe a new paradigm of key leadership perspectives that is of major importance and value to this effort. Design/methodology/approach – This paper is based on extensive research by the authors regarding the leadership perspectives global managers consider to be of major importance in the team-building that has helped them achieve success. Findings – The key leadership perspectives are: paradoxical thinking that nurtures understanding based upon use of both hemispheres of the brain; controlled reflecting that fosters reactions based on internal self-talk rather than external events; intentional focusing that facilitates the ability to be centered on expected outcomes; instinctive responding that cultivates the ability to recognize and use intuitive impulses; inclusive behaving that nurtures actions based upon a concern for the whole; purposeful trusting that places confidence in events and processes that accompany change; and relational being that fosters strength by maintaining positive interactions with others. Research limitations/implications – This new paradigm will contribute to science within the field of global strategic management by filling the gap of developing a global leadership model. Practical implications – Firms must find new and creative ways, such as the proposed new management leadership team-development paradigm, to interact with, motivate and mentor management teams to achieve the desired levels of global operations. Originality/value – In this paper, a new array of leadership perspectives is presented that can appreciably impact the effectiveness of management and team-building in a globally-based organization.

Team performance in negotiation: a relational approach : Table of Contents

Sergio Koc-Menard — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is to explore how negotiation teams can rely on social networks to enhance their performance at the table. Design/methodology/approach – The paper examines the impact of social relations on team performance in the negotiation task. It conducts a selective review and integration of negotiation, small group and social network research. Findings – The paper's main argument is that teams can rely on social relations to locate and get hold of resources that will augment their ability to manage the bargaining process. To tap into the value of social networks, teams need to look beyond their internal processes and develop strategies that actively manage their environment. The paper examines three such strategies: membership change, knowledge acquisition, and ambassadorial activity. Originality/value – The paper outlines a relational approach to team negotiation. This approach has the potential to improve team negotiation practice by opening up a new way to design and manage negotiation teams.

Top management team composition and views of viable strategies : Table of Contents

Tiina Gallén — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – The purpose of this paper is to form propositions about the relationship between the cognitive composition of the top management team and its view of the viable strategy for a firm. Design/methodology/approach – The cognitive style of 58 members of ten top management teams were analyzed using the Myers Briggs Type Indicator (MBTI) and the strategy types based on Miles and Snow typology were defined using the paragraph approach. Descriptive statistics were used in the analysis. Findings – Based on data from the ten top management teams in the spa industry, this study proposes that the cognitive composition of the top management team affects the strategies they prefer. Further, it is proposed that intuitive-thinking top management teams prefer either a prospector or an analyzer strategy. A defender or an analyzer strategy is preferred by sensing-thinking top management teams. Defining the composition of the top management team using the cognitive style is proposed to be a more promising way to explain the homogeneity or heterogeneity of the team than traditional measures such as age or education in this context. Practical implications – For the top management teams, the results of this study emphasize the importance of knowing the cognitive composition of the top management team and especially taking it into consideration during strategic decision-making. Originality/value – This study extends existing research by illuminating the relationships between the cognitive composition of the top management team and the strategy type and also confirms several results drawn from previous studies concerning manager-strategy relationships. This paper also attempts to inspire researchers to take cognitive composition into consideration when studying the influences the top management team has on a firm's strategy.

Virtual collaboration in knowledge work: from vision to reality : Table of Contents

Pasi Pyöriä — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – This paper aims to serve as a reminder that all work arrangements, including the present case of distributed work, have their costs and benefits. Design/methodology/approach – In addition to a literature review, the paper presents empirical evidence from two case organizations in the field of technology industries and knowledge-intensive business services. Findings – In contrast to common assertions in the theoretical literature, distributed work is not always an outcome of technological advancement or a proactive choice blessed by management, but often a necessity dictated by the competition or customers. In the case companies here, a distributed organizational structure was recognized as a necessary compromise, although the associated costs gave cause for some concern. Rather than virtual cooperation, the knowledge workers interviewed valued opportunities for face-to-face interaction and informal contact and networking. Nonetheless the benefits of distributed work were thought to outweigh its potential costs. Originality/value – Regionally distributed work involves many similar problems as traditional telework from home. To avoid potential risks, partial work distribution is advisable to most organizations.

Relationship between emotional intelligence and transformational leadership of supervisors: The impact on team effectiveness : Table of Contents

Panagiotis V. Polychroniou — Sat Oct 24 08:00:20 BST 2009

Abstract:
Purpose – This study aims to investigate the relationships between social skills, motivation and empathy (emotional intelligence components) and transformational leadership in Greek organisations giving emphasis on supervisor-subordinate interaction on a team basis. In particular, this study aims to investigate employees' perceptions regarding their supervisor's emotional intelligence as well as transformational leadership. Design/methodology/approach – Participants were 267 managers working at various functional units and different hierarchical levels. Data were collected by means of questionnaires in a series of face-to-face structured interviews regarding subordinates' perceptions for the following: supervisors' emotional intelligence; and transformational leadership. Findings – Results provided support for the model which suggests that supervisors' emotional intelligence components such as social skills, motivation, and empathy are positively associated with transformational leadership increasing team effectiveness with subordinate. Research limitations/implications – Data were collected from convenience samples that might limit generalisability of results. Implications for management are discussed including the need for supervisors to use emotional intelligence competencies and transformational leadership, so that their subordinates are empowered to participate and increase team effectiveness. Originality/value – This study contributes to our understanding of the linkage among emotional intelligence and transformational leadership of supervisors in Greek organisations and the impact on teamwork with their subordinates.