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Leadership is half the story : a fresh look at followership, leadership, and collaboration
\"Leadership is Half the Story introduces the first model to seamlessly integrate leadership, followership, and partnerships. This research-backed, field-tested book contributes many new ideas and practical advice for everyone in an organization--from CEO to HR director to front-line manager to consultant. All of us lead, not just those with the formal title. All of us follow, not just front-line staff. In great collaborations, one moment we are leading and then we flip to following; in other words, the relationship between leadership and followership is dynamic, context-specific, and ever-evolving. This empowering perspective opens up leadership to everyone, normalizes followership, and enables more productive and innovative collaborations. Candid discussions about both roles allow for better coaching, mentoring, skill development, and interpersonal agility, and result in stronger teams.\"-- From publisher's website.
Book
Repeated Interaction in Teams: Tenure and Performance
Many of the activities performed in firms are done by teams, where a common output is observed, but outsiders cannot observe the individual contributions of each team member. This leads to the possibility of some of the members of the team free-riding on the contributions of others. Repeated interactions of a team can then potentially lead to cooperation among the members of the team under the credible threat of returning to a free-riding equilibrium. However, repeated interaction under cooperation of a team may lead to decreasing overall output over time because the benefits of the team working together may exogenously decrease over time. This then leads to the optimal duration of a team being finite but stochastic, creating inefficiency, but being sufficiently long so that the elements of the team have an incentive to cooperate. This provides a theory of successive team formation and termination in a firm. The possibility for a too long duration for full team cooperation may then lead the firm to reduce the extent of team cooperation, to be able to reduce the expected duration of a team, and have fewer losses of the team lasting for too long.
Journal Article
Women are Credited Less in Science than are Men
There is a well-documented gap between the observed number of works produced by women and by men in science, with clear consequences for the retention and promotion of women
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. The gap might be a result of productivity differences
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–
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, or it might be owing to women’s contributions not being acknowledged
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,
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. Here we find that at least part of this gap is the result of unacknowledged contributions: women in research teams are significantly less likely than men to be credited with authorship. The findings are consistent across three very different sources of data. Analysis of the first source—large-scale administrative data on research teams, team scientific output and attribution of credit—show that women are significantly less likely to be named on a given article or patent produced by their team relative to their male peers. The gender gap in attribution is present across most scientific fields and almost all career stages. The second source—an extensive survey of authors—similarly shows that women’s scientific contributions are systematically less likely to be recognized. The third source—qualitative responses—suggests that the reason that women are less likely to be credited is because their work is often not known, is not appreciated or is ignored. At least some of the observed gender gap in scientific output may be owing not to differences in scientific contribution, but rather to differences in attribution.
The difference between the number of men and women listed as authors on scientific papers and inventors on patents is at least partly attributable to unacknowledged contributions by women scientists.
Journal Article
Enhancing employee creativity via individual skill development and team knowledge sharing
Addressing the challenges faced by team leaders in fostering both individual and team creativity, this research developed and tested a multilevel model connecting dual-focused transformational leadership (TFL) and creativity and incorporating intervening mechanisms at the two levels. Using multilevel, multisource survey data from individual members, team leaders, and direct supervisors in high-technology firms, we found that individual-focused TFL had a positive indirect effect on individual creativity via individual skill development, whereas team-focused TFL impacted team creativity partially through its influence on team knowledge sharing. We also found that knowledge sharing constituted a cross-level contextual factor that moderated the relationship among individual-focused TFL, skill development, and individual creativity. We discuss the theoretical and practical implications of this research and offer suggestions for future research.
Journal Article
Rethinking Teams
Teams have long been defined by boundedness—a clear distinction between members and nonmembers. Yet as we argue in this perspective paper, the distinction between members and nonmembers is often blurred in today’s teams, as a result of trends toward increasing team fluidity, overlap, and dispersion. These trends offer potential organizational benefits, but the resulting boundary blurring can undermine team effectiveness. Moreover, boundary blurring calls into question many of the basic assumptions underpinning our theoretical and empirical research on teams. Accordingly, it is time to rethink our fundamental conceptualization of teams and to revisit our approaches to studying them. We propose a shift from viewing teams as clearly bounded groups of members toward instead viewing teams as dynamic hubs of participants. Reconceptualizing teams in this way opens up new avenues for theory development and offers important implications for future empirical research on teams.
Journal Article
Actualized Teamwork
Learn how to assess and elevate team culture to drive performance, trust and engagement.
eBook
Toward a Theory of Using History Authentically
Drawing on interviews, archival material, and observation, this article investigates how and why, on two different occasions, actors at the Carlsberg Group headquartered in Denmark were inspired to use a particular historical artifact, the Latin phrase Semper Ardens, carved above a doorway. Used first as the inspiration for naming a new line of handcrafted beers, ten years later it became the motto featured in the company’s identity statement. Findings describe a temporal pattern of micro-level activities that accounts for how actors used this historical material and, in doing so, lent the authenticity of history to their actions, a phenomenon we term organizational historicizing. Analysis of historicizing activities revealed five micro-processes: rediscovering, recontextualizing, reclaiming, renewing, and re-embedding of an artifact in organizational history. Relationships between the micro-processes, explained in terms of authenticity, power, and identity, are theorized in a process model describing organizational historicizing. The findings show the importance of history when establishing claims to authenticity and how history becomes relevant to present and future activities. We also show that latent history can be revived for use in future historicizing.
Journal Article
The growing importance of social skills in the labor market
The labor market increasingly rewards social skills. Between 1980 and 2012, jobs requiring high levels of social interaction grew by nearly 12 percentage points as a share of the U.S. labor force. Math-intensive but less social jobs—including many STEM occupations—shrank by 3.3 percentage points over the same period. Employment and wage growth were particularly strong for jobs requiring high levels of both math skill and social skills. To understand these patterns, I develop a model of team production where workers “trade tasks” to exploit their comparative advantage. In the model, social skills reduce coordination costs, allowing workers to specialize and work together more efficiently. The model generates predictions about sorting and the relative returns to skill across occupations, which I investigate using data from the NLSY79 and the NLSY97. Using a comparable set of skill measures and covariates across survey waves, I find that the labor market return to social skills was much greater in the 2000s than in the mid-1980s and 1990s.
Journal Article
Relational Embeddedness and Firm Growth: Comparing Spousal and Sibling Entrepreneurs
Integrating relational embeddedness arguments with Penrosean growth theory, we compare the growth of firms run by spousal entrepreneurs with firms run by sibling entrepreneurs. We theorize that trust, identification, and mutual obligations—the three facets of relational embeddedness—are more pronounced in spousal teams than in sibling teams, which provides spousal teams with advantages over sibling teams in generating firm growth. Probing a sample of all private firms in Sweden over a three-year period, we find support for this conjecture. Exploring boundary conditions to this baseline relationship, we also find that firm age weakens the growth advantages of spousal teams over sibling teams and that industry experience heterogeneity within the entrepreneurial team reinforces these growth advantages. These results provide important contributions for research on firm growth, the social embeddedness of firms, entrepreneurship, and family business.
Journal Article
Developing innovative solutions through internal crowdsourcing
As organizations search for better solutions to their everyday problems, many are encouraging employees to use their experiences to develop new ideas and play a more active role in the innovation process. Companies including AT&T Inc., Google Inc., and Deutsche Telekom AG have turned to what's known as internal crowdsourcing. Although external crowdsourcing, which solicits ideas from consumers, suppliers, and anyone who wants to participate, has been widely studied, internal crowdsourcing, which seeks to channel the ideas and expertise of the company's own employees, is less well-understood. However, as the authors point out, harnessing the cognitive diversity within organizations can open up rich new sources of innovation while at the same time engaging younger employees and people working on the front lines. In this article, the authors examine the benefits of internal crowdsourcing and the common roadblocks to participation, collaboration, and implementation; they draw on their research at a number of companies, including a health care company, a telecommunications company, and fashion and retail company Li & Fung Ltd. The authors present a set of action steps to help executives make their internal crowdsourcing efforts more effective. Those steps include: (1) keeping the focus broadly on long-term innovation rather than short-term problem-solving; (2) giving employees slack time to participate; (3) allowing for anonymous participation; and (4) making sure experts within the company don't exert too much influence. The authors also recommend that companies encourage collaboration, use technology platforms that connect individuals with ideas from other participants, and have well-defined procedures for how ideas will be handled after the crowdsourcing event. \"Although companies are accustomed to giving recognition to teams who submit winning solutions, they don't always offer clear criteria to guide the process or take the time to follow up with employees who don't win,\" the authors write. \"But these efforts can pay big dividends in terms of driving future participation and generating better solutions later on.\"
Journal Article