Team Development Revisited: Preliminary Evidence Supporting a Two-barrier Model

Tudor Rickards and Susan Moger
Additional contact information
Tudor Rickards: Manchester Business School, Manchester, UK
Susan Moger: Manchester Business School, Manchester, UK

Global Business Review, 2000, vol. 1, issue 1, 49-65

Abstract: We propose that theories of team development and of team creativity can usefully be integrated into a new framework. In this exploratory paper, we attempt such a synthesis, drawing on empirical evidence from studies with teams engaged in innovative projects. The framework proposes two structural barriers that bear on team performance. The weaker barrier differentiates teams according to the personal relationships established. The stronger barrier differentiates teams according to the levels of task performance achieved. Creative leadership is suggested as an important means whereby the barriers can be breached, through the provision of benign structures. The distinction between creative leadership and 'new leadership' forms is explored.

Date: 2000
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/097215090000100103 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:globus:v:1:y:2000:i:1:p:49-65

DOI: 10.1177/097215090000100103

Access Statistics for this article

More articles in Global Business Review from International Management Institute
Bibliographic data for series maintained by SAGE Publications ().