Autonomous team members’ expectations for top-leader involvement

Abstract

Purpose The purpose of this paper is to examine incongruities between autonomous team members’ expectations for top-leader involvement with teams and their perceptions of top-leader involvement actually encountered in their own team experiences. Design/methodology/approach Interview feedback was sought from three participants from each of six autonomous teams to capture explanations of their lived experiences from team participation. Transcribed data were examined through thematic analysis, from which patterned responses and meanings relevant to the research inquiry were identified. Findings To foster a team environment and shape the organizational context to align with autonomous team members’ expectations, organizational leaders should give significant attention to all-inclusive recruitment; frequent, face-to-face communication between themselves and team members; and an unwavering resource allocation. Originality/value This study addresses a unique realm of team research in addressing the need for top leaders to understand team members’ expectations for their involvement in shaping an organizational context most conducive to team effectiveness.

High performance teams: an investigation of the effect on self-management towards performance

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