Team Effectiveness Case Study

3 Study 1: A Predictive Model of Self-Managing Work Team Effectiveness (Cohen, Ledford and Spreitzer, 1996)

The study by Cohen, Ledford and Spreitzer (1996) puts forward that, the empirical test results of predicting team effectiveness are suggestive. Their research investigated the comparison of team effectiveness between self-managing teams and traditionally managed teams. Self-managing teams are also a group of individuals with interdependent tasks and skills moving towards a shared goal. The difference however from a traditional team is evident in the self-regulation or shared authority over decisions to accomplish task work.

Cohen, Ledford and Spreitzer’s (1996) paper tested the relative strength of predictors from competing theories

A pattern was observed wherein a specific predictor variable would affect a different outcome directly for example only group characteristics predicted absenteeism, only employee involvement context predicts quality of work life, and only group task design and group characteristics predicted team ratings of performance. It was stated that no predictor has a positive effect on all outcomes which the authors’ in turn supposed that multiple predictor categories requires to be affected to influence the overall level of team performance. These patterns can be counter intuitive to the generalized effects set out by different literatures on self-management

assertiveness and responsiveness) of how team members describe and perceive each other; and Corporate Culture (C) is the business climate in which teams operate in an organization; combined with their relationship with Adams, Simon & Ruiz’ (2002) Seven Constructs of Effective Teaming namely, clearly defined goals, common purpose, role clarity, psychological safety, mature communication, productive conflict resolution, and accountable interdependence (Ross, Jones and Adams, 2008).

The research was augmented by utilizing Thamhain’s (2004) research data that found seven (7) variables directly related to overall Team Performance (OTP) these included: interesting and stimulating work, clear organizational objectives, job skills and expertise, accomplishment and recognition, conflict and problem resolution, ability of dealing with risk, and effort and commitment to results. Thamhain’s (2004) variables were integrated into the conceptual model by mapping through Adams’ (2002)