The impact of teams' interteam leadership structures on intrateam performance

Responding to ever more complex and challenging work environments, organizations are increasingly relying on the collaborative efforts of larger collectives to solve organizational problems. Effective leadership in these larger systems requires members of component teams to exercise leadership not only within their own teams, but also across team boundaries (i.e., interteam leadership). However, redirecting members attention toward interteam leadership activities could have downsides for teams. This thesis considers the potential consequences of devoting too much energy toward interteam leadership activities, by suggesting that the team-level success of component teams embedded in larger systems depends, in part, on how teams organize or structure their interteam leadership activities.