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Combining multiple theories and the development models of Tuckman and Gersick, Morgan, Salas and Glickman (1994) created the Team Evolution and Maturation (TEAM) model to describe a series of nine developmental stages through which newly formed, task-oriented teams are hypothesized to evolve.
The IPO model of teams is a systems theory, as it rests on the assumption that a team is more than one-to-one relationships between variables, and more than the sum of its members. It suggests that there are interactions and feedback between many contributing factors. [ 2 ]
The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, [1] who said that these phases are all necessary and inevitable in order for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. He suggested that these inevitable phases were ...
The equilibrium model of group development (equilibrium model) is a sociological theory on how people behave in groups. The model theorizes that group members will work to maintain a balance, or equilibrium, between task-oriented (instrumental) and socio-emotional (expressive) needs. [1] [2] A group can be successful if it maintains this ...
Bruce Wayne Tuckman (November 24, 1938 – March 13, 2016) was an American psychological researcher who carried out research into the theory of group dynamics. [1] In 1965, he published a theory generally known as "Tuckman's stages of group development".
Functional theories: Widely used approaches like Kouzes & Posner's Five Leadership Practices model and Adair's Action-Centered Leadership theory assume that once the leader understands – and has been trained in – the required leadership behaviors, he or she will apply them as needed, regardless of their personality. However, as with the ...
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One of the best-known and most influential functional theories of leadership, used in many leadership development programs, is John Adair's "Action-Centred Leadership". John Adair developed a model of Action-Centred Leadership comprising 3 interlocking balls in a venn diagram arrangement, labelled Task, Team and Individual on the premise that: