Leadership for Self-Managing Work Teams: A Typology and Integrative Model

@article{Stewart1995LeadershipFS,
  title={Leadership for Self-Managing Work Teams: A Typology and Integrative Model},
  author={Greg L. Stewart and Charles C. Manz},
  journal={Human Relations},
  year={1995},
  volume={48},
  pages={747 - 770}
}
Many organizations are currently implementing self-managing work teams. Supervision of these teams is particularly challenging in that leaders are expected to lead others to lead themselves. Grounded primarily in the positivistic paradigm of research, a typology of leadership approaches is thus developed to explain team leader behaviors and their impact on team self-management. A model incorporating leader and organizational characteristics is then presented to illustrate antecedents of team… 
View on SAGE
246 Citations
Highly Influential Citations
14
Background Citations
107
Methods Citations
8
Results Citations
4

246 Citations

Citation Type

Citation Type

The Process of Sharing Team Leadership : A Study of Key Leadership Behaviors and Who Exhibits Them
Using a manufacturing setting that is organized into self-managed teams, the current study identified and measured key leadership behaviors within the teams. Questions that were asked include: are…
Leadership in virtual teams: A multilevel perspective
Shared leadership in teams: An investigation of antecedent conditions and performance
Shared leadership refers to a team property whereby leadership is distributed among team members rather than focused on a single designated leader. We examined antecedent conditions that lead to the…
The Qualities of an Effective Team Leader
There have been few systematic studies of the success factors underlying effective team leadership. Analysis of ten focus group transcripts from five companies revealed twenty important team leader…
Leadership and Semiautonomous Work Team Performance
The impact of leadership on group performance was investigated in the context of a semiautonomous work team environment. The relationship between group performance and team leadership, as exhibited…
Leadership and innovation: relations between leadership, individual characteristics and the functioning of R&D teams
The main focus of this paper is the functioning of R&D teams, the role of the team leader and the characteristics of individual team members. After a brief overview of recent literature on leadership…
Applying The Competing Values Framework To Self Managed Teams
Self-managed teams (SMT) are becoming a necessary component of organizational effectiveness. The use of SMTs enhances individuals’ attitudes, behaviors, and performance. Self-managed teams are made…
Emergent Leadership in Self-Managed Virtual Teams A Longitudinal Study of Concentrated and Shared Leadership Behaviors
The issue of leadership in virtual teams is an increasingly important one for many modern organizations, because these teams – typically project-based with a finite lifespan and specific deliverables…
Work Groups and Teams in Organizations
Contemporary work organizations make heavy use of work teams to meet both immediate and strategic objectives. This chapter addresses the nature and dynamics of work teams. It emphasizes the types of…
Transformational leadership in teams – the effects of a team leader’s sex and personality
Purpose – This study aims to investigate whether transformational leadership exists in teams, and if so, whether it is represented in a similar way as in more traditional leadership situations. The…
...
1
2
3
4
5
...

References

SHOWING 1-10 OF 91 REFERENCES
Leading Workers to Lead Themselves: The External Leadership of Self-Managing Work Teams.
We gratefully acknowledge the encouragement and support of Dr. Richard Cherry. This paper explores the paradoxical role of the external leaders of self-managing workteams. Observation, interviews,…
Self-Leading Work Teams: Moving Beyond Self-Management Myths
Recent challenges raised in the literature suggest that the application of employee self-managing teams can create more of a illusion or myth of employee self-influence than a reality. The amount of…
Self-Management: Its Control and Relationship to Other Organizational Properties
Current models on self-management in organizations generally have taken a bivariate perspective. This paper proposes a more complex conceptualization of self-management in which its control…
Predicting Organizational Effectiveness with a Four-Factor Theory of Leadership
Recent research in the area of leadership seems to point to the existence of four basic dimensions of leadership: support, interaction facilitation, goal emphasis, and work facilitation. Data from a…
Forms of Value Systems: Focus on Organizational Effectiveness and Cultural Change and Maintenance
The study of organizational culture may benefit from a focus on shared values, one of its measurable core elements. A typology of value systems based on the content (functional-elitist) and source…
Leadership: A Challenge to Traditional Research Methods and Assumptions
Traditional methods and assumptions employed in leadership research are inadequate to advance understanding of the leadership concept. This article identifies two specific problems and offers…
Leadership Style as a Variable in Research Administration
This article reports the relationship between leadership styles of laboratory directors in a government research organization and certain attitudes and motivations of the scientists within those…
High-Involvement Management
Part One: The Promise of Participative Management 1. Changing Approaches to Management 2. Why Participative Approaches Meet Today's Needs 3. Participation and Organizational Effectiveness Part Two:…
Mastering self-leadership: empowering yourself for personal excellence, second edition
Mastering Self-leadership is a comprehensive self-help guide that is thoroughly grounded in sound principles and research. It effectively addresses the most interesting subject you will ever…
The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance
Existing theory fails to provide strong and consistent prediction of individual job performance. This paper argues that the failure stems from a neglect of an important dimension of performance—the…
...
1
2
3
4
5
...