Overview
This topic explores the behavioural and structural factors of collective performance in organizational settings. Grounded in academic studies and field experience, it investigates how motivation, trust, and accountability mechanisms influence team effectiveness. The analysis distinguishes between task-related and relational dimensions of performance, emphasizing the interplay of role clarity, feedback quality, and intrinsic motivation. Drawing on empirical work from cross-functional and distributed teams, it identifies a model of team performance that enhance both productivity and learning capacity.
Trainings
Building High-Performing Teams
- Build the foundations for team success.
- Motivate and retain your top engineering talent.
- Align your teams around a clear strategic vision.
Research & Publications
Leading Across Cultures: Navigating Cross-Cultural Leadership Challenges in Indonesia
Cite as: Z. Humbert-Labeaumaz, N. (2020). Leading Across Cultures: Navigating Cross-Cultural Leadership Challenges in Indonesia.
Retrieved from https://nadiahl.com/research/cultural-case-study/
Leading Through Transition: Evaluating Engineering Transformation in a Scaling Organization
Cite as: Z. Humbert-Labeaumaz, N. (2020). Leading Through Transition: Evaluating Engineering Transformation in a Scaling Organization.
Retrieved from https://nadiahl.com/research/transformation-assessment/
Operational Excellence in High-Growth Environments: A Case Study on Scaling Without Losing Value
Cite as: Z. Humbert-Labeaumaz, N. (2019). Operational Excellence in High-Growth Environments: A Case Study on Scaling Without Losing Value.
Retrieved from https://nadiahl.com/research/opex-during-scale-up/
Leadership Under Extreme Conditions: A Human Resource Analysis of Ernest Shackleton's Expedition
Cite as: Z. Humbert-Labeaumaz, N. (2019). Leadership Under Extreme Conditions: A Human Resource Analysis of Ernest Shackleton's Expedition.
Retrieved from https://nadiahl.com/research/shackleton-leadership/
Key References
- Argyris, C. (1976). Single-Loop and Double-Loop Models in Research on Decision Making. Administrative Science Quarterly, 21(3), 363–375. https://doi.org/10.2307/2391848
- Beck, K. (2001). Principles behind the Agile Manifesto. Agilemanifesto.org. https://agilemanifesto.org/principles.html
- Earley, P. C., & Mosakowski, E. (2004). Cultural Intelligence. Harvard Business Review. https://hbr.org/2004/10/cultural-intelligence
- Fuller, R., & Shikaloff, N. (2017, July 20). What Great Managers Do Daily. Harvard Business Review. https://hbr.org/2016/12/what-great-managers-do-daily
- Goleman, D. (2000). Leadership That Gets Results. https://www.cdfifund.gov/system/files/documents/%2851%29-leadership-that-gets-results.pdf
- Hackman, J. R. (2004). Leading teams. Team Performance Management: An International Journal, 10(3/4), 84–88. https://doi.org/10.1108/13527590410545081
- Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard—measures that drive performance. Harvard Business Review. https://hbr.org/1992/01/the-balanced-scorecard-measures-that-drive-performance-2
- Kim, G., Behr, K., & Spafford, G. (2018). The Phoenix Project : a novel about IT, DevOps, and helping your business win. It Revolution Press.
- McGregor, D. (1960). The Human Side of Enterprise. Mcgraw-Hill.
- Morris, L. S., Grehl, M. M., Rutter, S. B., Mehta, M., & Westwater, M. L. (2022). On What Motivates us: a Detailed Review of Intrinsic v. Extrinsic Motivation. Psychological Medicine, 52(10), 1–16.
- Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books.
- Skelton, M., & Pais, M. (2019). Team Topologies. IT Revolution.
- W Chan Kim, & Renée Mauborgne. (2017). The Blue Ocean Strategy reader. Boston, Massachusetts Harvard Business Review Press.