Team leadership Queens University Belfast（团队领导贝尔法斯特女王大学）.pdfVIP

The Leadership Quarterly 12 (2001) 451–483 Team leadership a, a b Stephen J. Zaccaro *, Andrea L. Rittman , Michelle A. Marks aPsychology Department, George Mason University, 3064 David T. Langehall, 4400 University Drive, Fairfax, VA 22030-4444, USA bFlorida International University, Miami, FL, USA Abstract Despite the ubiquity of leadership influences on organizational team performance and the large literatures on leadership and team/group dynamics, we know surprisingly little about how leaders create and handle effective teams. In this article, we focus on leader–team dynamics through the lens of ‘‘functional leadership.’’ This approach essentially asserts that the leader’s main job is to do, or get done, whatever functions are not being handled adequately in terms of group needs. We explicate this functional leadership approach in terms of 4 superordinate and 13 subordinate leadership dimensions and relate these to team effectiveness and a range of team processes. We also develop a number of guiding propositions. A key point in considering such relationships is the reciprocal influence, whereby both leadership and team processes influence each other. D 2002 Elsevier Science Inc. All rights reserved. 1. Introduction Effective team performance derives from several fundamental characteristics (Zaccaro Klimoski, in press). First, team members need to successfully integrate their individual actions. They have specific and unique roles, where the performance of each role contributes to collective success. This means that the causes of team f