Person: Wageman, Ruth
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Wageman
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Wageman, Ruth
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Publication J. Richard Hackman (1940-2013)(American Psychological Association, 2013-08-05) Wageman, Ruth; Amabile, TeresaWhen J. Richard Hackman died in Cambridge, Massachusetts, on January 8, 2013, psychology lost a giant. Six and a half feet tall, with an outsize personality to match, Richard was the leading scholar in two distinct areas: work design and team effectiveness. In both domains, his work is foundational. Throughout his career, Richard applied rigorous methods to problems of great social importance, tirelessly championing multi-level analyses of problems that matter. His impact on our field has been immense.Publication Leading Teams When the Time is Right: Finding the Best Moments to Act(Elsevier, 2009) Hackman, J; Wageman, Ruth; Fisher, Colin M.Publication A Theory of Team Coaching(Academy of Management, 2005) Hackman, J; Wageman, RuthAfter 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.Publication Asking the Right Questions About Leadership: Discussion and Conclusions(American Psychological Association, 2007) Hackman, J; Wageman, RuthFive questions prompted by the articles in the American Psychologist special issue on leadership (January 2007, Vol. 62, No. 1) suggest some new directions for leadership research: (1) Not do leaders make a difference, but under what conditions does leadership matter? (2) Not what are the traits of leaders, but how do leaders' personal attributes interact with situational properties to shape outcomes? (3) Not do there exist common dimensions on which all leaders can be arrayed, but are good and poor leadership qualitatively different phenomena? (4) Not how do leaders and followers differ, but how can leadership models be reformulated so they treat all system members as both leaders and followers? (5) Not what should be taught in leadership courses, but how can leaders be helped to learn?Publication Behind the Seniors(Personnel Publications Ltd, 2008) Hackman, J; Wageman, Ruth; Nunes, Debra; Burruss, JamesHR can give chief executives some invaluable prompts from the wings as they take to the stage with a new top team, Harvard researchers have found.