The Effect of Team-Leadership Modes on Team Performance: A Preliminary Study


  • Peter M. Markulis
  • Avan R. Jassawalla
  • Hemant Sashittal
  • Daniel R. Strang
  • Paul Scipione


A quasi-experimental research study was conducted based on a 2004 ABSEL workshop on team leader selection. The study found that there was no statistically significant difference in the three team-leader modes (rotating, emerging and designated) and team project performance. The study also found that while most students (80%) felt that all students should have an opportunity to lead a group, only half felt it was not the responsibility of the business school to train them as leaders. The study discusses the implications of the results, particularly for instructors who use the team format.