Team Performance Management: Volume 10 Issue 3/4

Leadership in teams: managerial responses

Samuel M. Natale, Sebastian A. Sora, Seshu B. Kavalipurapu

This paper explores the real issues in team effectiveness as they relate to leadership, assessment and policies in any business organization. Data are derived from a questionnaire…

How far is too far? Lessons for business from ultra‐high‐performing military teams

James D. Eggensperger

Management in organizations has a common focus on achieving goals in the most productive, efficient way. Many managers use teams as powerful tools in focusing on and achieving…

The high‐performance work system: is it worth using?

Seyed‐Mahmoud Aghazadeh, Mojtaba Seyedian

Businesses worldwide are beginning to explore new areas of workplace change. Gone are the days of changing an element in one department and expecting results throughout the entire…

High performance management of shared‐managed joint venture teams: contextual and socio‐dynamic factors

Henry Adobor

Evidence from joint venture research points to the vital role of the group of individuals who manage the administration of the venture. Venture managers face challenges that may…

What would Machiavelli think? An overview of the leadership challenges in team‐based structures

Gerard A. Callanan

The writings of Niccolò Machiavelli continue to resonate with today's business leaders. Current management literature still focuses on tactics to increase power as a means to…

Leading teams

J. Richard Hackman

Presents an interview with J. Richard Hackman, Cahners‐Rabb Professor of Social and Organizational Psychology, Harvard University. Covers areas of the selection of leaders in…