EFFECTS OF ROTATED LEADERSHIP AND PEER EVALUATION ON THE FUNCTIONING AND EFFECTIVENESS OF SELF‐MANAGED TEAMS: A QUASI‐EXPERIMENT

Abstract

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.