Bibliography

Wageman, R. & Hackman, J.R. (2010). What Makes Teams of Leaders Leadable? In N. Nohria and R. Khurana (Eds) Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium. pp. 1-31.

Eisele, P. (2013). Validation of the Team Diagnostic Survey and a Field Experiment to Examine the Effects of an Intervention to Increase Team Effectiveness. Group Facilitation, 12, 53-70.

Abstract: The aims of the study presented in this article were to validate the Swedish version of the Team Diagnostic Survey (TDS), and to examine effects of a feedback intervention to increase team effectiveness. The TDS is based on Hackman’s (2002) theory of group effectiveness which described three main criteria of performance and 14 factors […]

Eisele, P. (2015). The predictive validity of the team diagnostic survey: Testing a model with performance and satisfaction as output variables. Team Performance Management, 21, 5/6, 293-306.

Abstract: Purpose – The aims of the present study were to test the predictive validity of the Swedish version of the Team Diagnostic Survey (TDS). Design/methodology/approach – A model with both performance and satisfaction was tested with structural equation model (SEM) analyses. Participants completing the survey were employees (N = 214) across three large workplaces. […]

Hackman, J.R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business Review Press.

Abstract: Richard Hackman, one of the world’s leading experts on group and organizational behavior, argues that teams perform at their best when leaders create conditions that allow them to manage themselves effectively. Leading Teams is not about subscribing to a specific formula or leadership style, says Hackman. Rather, it is about applying a concise set […]

Wageman, R., Nunes, D.A., Burruss, J., & Hackman J.R. (2008). Senior Leadership Teams: What It Takes To Make Them Great. Harvard Business Review Press.

Abstract: An organisation’s fate hinges on its CEO—right? Not according to the authors of Senior Leadership Teams. They argue that in today’s world of neck-snapping change, demands on leaders in top roles are rapidly outdistancing the capabilities of any one person – no matter how talented. Result? Chief executives are turning to their enterprise’s senior […]

Hackman, J.R. (2011). Collaborative Intelligence. Using Teams to Solve Hard Problems. Berrett-Kohler Publishers.

Abstract: Intelligence professionals are commonly viewed as solo operators. But these days intelligence work is mostly about collaboration. Interdisciplinary and even inter-organizational teams are necessary to solve the really hard problems intelligence professionals face. Tragically, these teams often devolve into wheel-spinning, contentious assemblies that get nothing done. Or members may disengage from a team if […]