Utilizing Self-Managing Teams: Effective Behaviors of Team Leaders (Studies on Industrial Productivity)
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Utilizing Self-Managing Teams: Effective Behaviors of Team Leaders (Studies on Industrial Productivity) Overview
This study investigates the relationship between the characteristics of team leaders and the effectiveness of their teams. Organizations are increasingly using self-managing teams as part of a long-term evolution from traditional hierarchical organizations to flatter, team-based organizations. Although 68% of Fortune 1000 companies report using self-managing teams within the overall category of employee involvement practices, there is little empirical evidence to define the characteristics of successful team leaders or the efficacy of self-managing teams in general.
In this study, effective team leadership behaviors were defined and compared to team performance in the manufacturing facility of a Fortune 100 company. Data was provided by two surveys completed by team members to assess team leadership. Results indicate that the primary aspect of team leadership can be seen as a broad category of behavior definable as an orientation toward empowering others. This finding is supported by factor analyses of both surveys. A secondary aspect of team leadership emerged which reflected traditional leadership and managerial skills. This suggests that traditional leadership concepts continue to play an important role during the transition to self-managing teams.
