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Ruth Wageman

Bio: Ruth Wageman is an academic researcher from Harvard University. The author has contributed to research in topics: Team effectiveness & Leadership style. The author has an hindex of 17, co-authored 28 publications receiving 6110 citations. Previous affiliations of Ruth Wageman include Hay Group & Dartmouth College.

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TL;DR: The authors in this article identify a number of gaps in what is known about total quality management processes and outcomes, and explore the congruence between TQM practices and behavioral science knowledge about motivation, learning and change in social systems.
Abstract: In recent years, Total Quality Management has become something of a social movement in the United States. This commentary returns to the writings of the movement's founders--W. Edwards Deming, Joseph Juran, and Kaoru Ishikawa--to assess the coherence, distinctiveness, and likely perseverance of this provocative management philosophy. We identify a number of gaps in what is known about TQM processes and outcomes, and explore the congruence between TQM practices and behavioral science knowledge about motivation, learning, and change in social systems. The commentary concludes with a prognosis about the future of TQM--including some speculations about what will be needed if TQM is to take root and prosper in the years to come.

1,700 citations

Journal ArticleDOI
Ruth Wageman1

1,350 citations

Journal ArticleDOI
TL;DR: In this article, the authors focus on the functions that coaching serves for a team, rather than on either specific leader behaviors or leadership styles, identifying the specific times in the task performance process when coaching interventions are most likely to have their intended effects, and explaining the conditions under which team-focused coaching is and is not likely to facilitate performance.
Abstract: After briefly reviewing the existing literature on team coaching, we propose a new model with three distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or leadership styles, (2) identifies the specific times in the task performance process when coaching interventions are most likely to have their intended effects, and (3) explicates the conditions under which team-focused coaching is and is not likely to facilitate performance.

760 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the joint effects of task interdependence and reward interdependency on group behavior and performance, and developed a model that predicts that task and reward-interdependent individuals will interact to increase performance.
Abstract: We examine the joint effects of task interdependence and reward interdependence on group behavior and performance. We develop a model that predicts that task and reward interdependence will interact to increase performance, and present results of a laboratory experiment that confirms our prediction. We explore the efficacy of group reward systems for different task designs, and the relationship between cooperation and performance. We confirm earlier results on the weakness of the free-rider effect in small face-to-face groups. We also find, surprisingly, that while reward interdependence is important to performance, task interdependence, but not reward interdependence, drives observed cooperative behavior. This last result suggests caution in interpreting the efficacy of changes in the design of work. Such changes, if unaccompanied by changes in the design of the reward system, are likely to appear successful in terms of observed cooperation, but may not enhance performance. © 1997 by John Wiley & Sons, Ltd.

413 citations

Journal ArticleDOI
Ruth Wageman1
TL;DR: In this article, a multi-method field study examines the relative effects of two kinds of leader behaviors (design choices and hands-on coaching) on the effectiveness of self-managing teams.
Abstract: This multi-method field study examines the relative effects of two kinds of leader behaviors--design choices and hands-on coaching--on the effectiveness of self-managing teams. Findings show that how leaders design their teams and the quality of their hands-on coaching both influence team self-management, the quality of member relationships, and member satisfaction, but only leaders' design activities affect team task performance. Moreover, design and coaching interact, so that well-designed teams are helped more by effective coaching--and undermined less by ineffective coaching--than are poorly designed teams.

367 citations


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TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

9,241 citations

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TL;DR: Evidence from varied research paradigms substantiates that consequences of perceived incongruity between the female gender role and leadership roles are more difficult for women to become leaders and to achieve success in leadership roles.
Abstract: A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

4,947 citations

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TL;DR: In this article, a contingency view of process management's influence on both technological innovation and organizational adaptation is developed, arguing that while process management activities are beneficial for organizations in stable contexts, they are fundamentally inconsistent with all but incremental innovation and change.
Abstract: We develop a contingency view of process management's influence on both technological innovation and organizational adaptation. We argue that while process management activities are beneficial for organizations in stable contexts, they are fundamentally inconsistent with all but incremental innovation and change. But dynamic capabilities are rooted in both exploitative and exploratory activities. We argue that process management activities must be buffered from exploratory activities and that ambidextrous organizational forms provide the complex contexts for these inconsistent activities to coexist.

3,814 citations

Journal ArticleDOI
TL;DR: In this paper, a heuristic framework illustrating recent trends in the literature depicts team effectiveness as a function of task, group, and organization design factors, environmental factors, internal processes, external processes, and group psychosocial traits.

3,568 citations

Journal ArticleDOI
TL;DR: The authors argue that the relationship between ostensive and performative aspects of routines creates an on-going opportunity for variation, selection, and retention of new practices and patterns of action within routines and allows routines to generate a wide range of outcomes, from apparent stability to apparent stability.
Abstract: In this paper, we challenge the traditional understanding of organizational routines as creating inertia in organizations. We adapt Latour's distinction between ostensive and performative to build a theory that explains why routines are a source of change as well as stability. The ostensive aspect of a routine embodies what we typically think of as the structure. The performative aspect embodies the specific actions, by specific people, at specific times and places, that bring the routine to life. We argue that the ostensive aspect enables people to guide, account for, and refer to specific performances of a routine, and the performative aspect creates, maintains, and modifies the ostensive aspect of the routine. We argue that the relationship between ostensive and performative aspects of routines creates an on-going opportunity for variation, selection, and retention of new practices and patterns of action within routines and allows routines to generate a wide range of outcomes, from apparent stability t...

3,257 citations