EFFECTS OF ROTATED LEADERSHIP AND PEER EVALUATION ON THE FUNCTIONING AND EFFECTIVENESS OF SELF‐MANAGED TEAMS: A QUASI‐EXPERIMENT
通过对38个自我管理的大学生团队进行准实验，发现同伴评价能提升工作量分担、发言、合作、绩效和满意度，而轮换领导则增强发言、合作和绩效。
In a quasi‐experiment of 38 self‐managed undergraduate teams, we examined the effects of team designs that differed with respect to the form of member evaluation and team leadership. Relative to teams that relied on external evaluations, teams with peer evaluations had higher levels of workload sharing, voice, cooperation, performance, and member satisfaction. Relative to teams that relied on leader emergence, teams that rotated leadership among members had higher levels of voice, cooperation, and performance. Overall, results of the study demonstrate the potential importance of team‐design decisions in self‐managed teams.