Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

The relationship between self‐leadership behaviors and organization variables in a self‐managed work team environment

The relationship between self‐leadership behaviors and organization variables in a self‐managed... Purpose – The purpose of this paper is to examine the relationship between self‐leadership behaviors in a self‐managed work team environment and relevant organizational variables, i.e. supervisory trust, decision‐making, feedback and team goal setting. Design/methodology/approach – Data were collected on‐site over a period of three days from employees working in a non‐union paper mill located in a small rural community in the northwestern region of the USA. The survey was completed by 141 employees, representing a 99 per cent response rate. Self‐leadership, supervisory trust, decision‐making, feedback and team goal setting were measured using different scales. Findings – The results indicated that supervisors, who give feedback, and who are perceived as trusting, and encouraging innovative behaviors contribute to the development of self‐leadership behaviors of rehearsal, self‐goal setting, self‐criticism, self‐reinforcement, self‐expectation and self‐observation. In addition, providing team training, fostering communication within the team, and allowing the team members to make work related decisions also enhance the movement toward self‐management. Research limitations/implications – The study relied on self‐report data, thereby allowing for the possibility of same source bias. However this is a common problem with cross‐sectional designs. Originality/value – The paper is of value in pointing out that a different approach to leadership is required in a self‐managed work team environment, and by suggesting that building trust, fostering communication within the team, giving feedback and encouraging goal setting, innovative behaviors, and decision‐making can contribute to the development of self‐leadership behaviors important to the success and effectiveness of self‐managed work teams. Organizations should therefore through training programs encourage the development of these behaviors. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Research News Emerald Publishing

The relationship between self‐leadership behaviors and organization variables in a self‐managed work team environment

David F. Elloy
Management Research News , Volume 31 (11): 10 – Sep 12, 2008
Download PDF
10 pages

Loading next page...
 
/lp/emerald-publishing/the-relationship-between-self-leadership-behaviors-and-organization-BA1b7mqE9Y

References (54)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0140-9174
DOI
10.1108/01409170810913015
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine the relationship between self‐leadership behaviors in a self‐managed work team environment and relevant organizational variables, i.e. supervisory trust, decision‐making, feedback and team goal setting. Design/methodology/approach – Data were collected on‐site over a period of three days from employees working in a non‐union paper mill located in a small rural community in the northwestern region of the USA. The survey was completed by 141 employees, representing a 99 per cent response rate. Self‐leadership, supervisory trust, decision‐making, feedback and team goal setting were measured using different scales. Findings – The results indicated that supervisors, who give feedback, and who are perceived as trusting, and encouraging innovative behaviors contribute to the development of self‐leadership behaviors of rehearsal, self‐goal setting, self‐criticism, self‐reinforcement, self‐expectation and self‐observation. In addition, providing team training, fostering communication within the team, and allowing the team members to make work related decisions also enhance the movement toward self‐management. Research limitations/implications – The study relied on self‐report data, thereby allowing for the possibility of same source bias. However this is a common problem with cross‐sectional designs. Originality/value – The paper is of value in pointing out that a different approach to leadership is required in a self‐managed work team environment, and by suggesting that building trust, fostering communication within the team, giving feedback and encouraging goal setting, innovative behaviors, and decision‐making can contribute to the development of self‐leadership behaviors important to the success and effectiveness of self‐managed work teams. Organizations should therefore through training programs encourage the development of these behaviors.

Journal

Management Research News – Emerald Publishing

Published: Sep 12, 2008

Keywords: Leadership; Team working; Autonomous work groups

There are no references for this article.