Applying The Competing Values Framework To Self Managed Teams
- Conference
- Location
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Chicago, Illinois
- Publication Date
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June 18, 2006
- Start Date
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June 18, 2006
- End Date
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June 21, 2006
- ISSN
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2153-5965
- Conference Session
- Tagged Division
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Engineering Management
- Page Count
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26
- Page Numbers
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11.228.1 - 11.228.26
- DOI
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10.18260/1-2--1161
- Permanent URL
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https://strategy.asee.org/1161
- Download Count
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7419
Paper Authors
Carmen Zafft University of Nebraska-Lincoln
Carmen Zafft is a graduate student in Agricultural Leadership Education and Communication at the University of Nebraska-Lincoln. She is pursuing her masters in Leadership Development and her research interests are in teambuilding, servant leadership, and mentoring relationships. Carmen graduated with a B.S. in Criminal Justice from the University of Nebraska.
Stephanie Adams University of Nebraska-Lincoln
Abstract
NOTE: The first page of text has been automatically extracted and included below in lieu of an abstract
Applying the Competing Values Framework to Self-Managed Teams
Abstract
Self-managed teams (SMT) are becoming a necessary component of organizational
effectiveness. The use of SMTs enhances individuals’ attitudes, behaviors, and performance.
Self-managed teams are made up of individuals who are self-regulated and responsible for a
number of operations. Within SMTs, the leadership role is an important component of team
effectiveness. Past research on leadership within SMTs, while limited, has focused mostly on the
external leader. What is difficult to determine is the type of leadership necessary in leading a
team that is designed to lead themselves. As a result, recent research is beginning to address
shared leadership within teams. Most leadership theories are not applicable to SMTs; therefore, a
theory on how to identify leadership roles within SMTs could be identified. The Competing
Values Framework seems to fit this need.
The use of the Competing Values Framework (CVF) is useful in understanding SMTs
and the leadership roles within these teams. The CVF is a framework made up of leadership roles
and models. It provides an understanding of how a team is effective by the use of different
leadership roles. It adopts the need for a balanced and shared approach to leadership. Individuals
within the team must rely on each person to accomplish tasks. Most leadership theories focus on
the ability and specific qualities of one emergent leader, whereas the CVF addresses the use of
numerous leadership roles by each person.
The purpose of this article is to relate the leadership profiles of the Competing Values
Framework to effectiveness in self-managed teams for undergraduate students at a major
Midwestern University majoring in engineering, computer science and business. For the
Zafft, C., & Adams, S. (2006, June), Applying The Competing Values Framework To Self Managed Teams Paper presented at 2006 Annual Conference & Exposition, Chicago, Illinois. 10.18260/1-2--1161
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