The Relationship between Team Leader Behaviors and Team Performance and Satisfaction Page: 3
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Burress, Mary Ann, The Relationship between Team Leader
Behavior and Team Performance and Satisfaction. Doctor of
Philosophy (Experimental Psychology), August, 1996, 141 pp.,
10 tables, 3 figures, 4 appendices, references 165 titles.
The purpose of this study, a quasi experimental design,
was to investigate the relationship between team leader
behavior and team performance and satisfaction. This field
research tested leader behavior dimensions from two
theoretical models of team effectiveness: Hackman's (1992)
"expert available coaching," and Cohen's (1994) "encouraging
supervisory behaviors." The relationship between coaching
behaviors and team performance, employee, and customer
satisfaction was assessed. Manager behavior was assessed
with the SMT Leader Survey (Burress, 1994), an instrument
determined appropriate for team environments, that measures
Communication, Administration, Leadership, Interpersonal
Skills, Thinking, and Flexibility. Employee satisfaction and
performance information was archival data provided by the
organization.
The results demonstrated that leader behavior is a less
important component of team effectiveness than initially
expected. Even though direct customer interaction was 25%
of these manager jobs and considered the organization's most
important predictor of corporate profitability, no
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Burress, Mary Ann. The Relationship between Team Leader Behaviors and Team Performance and Satisfaction, dissertation, August 1996; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc278408/m1/3/: accessed April 25, 2024), University of North Texas Libraries, UNT Digital Library, https://digital.library.unt.edu; .