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Applying The Competing Values Framework To Self Managed Teams

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Conference

2006 Annual Conference & Exposition

Location

Chicago, Illinois

Publication Date

June 18, 2006

Start Date

June 18, 2006

End Date

June 21, 2006

ISSN

2153-5965

Conference Session

Emerging EM Areas

Tagged Division

Engineering Management

Page Count

26

Page Numbers

11.228.1 - 11.228.26

DOI

10.18260/1-2--1161

Permanent URL

https://peer.asee.org/1161

Download Count

5286

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Paper Authors

biography

Carmen Zafft University of Nebraska-Lincoln

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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.

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Stephanie Adams University of Nebraska-Lincoln

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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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