Managing From the Boundary: The Effective Leadership of Self-Managing Work Teams.

Integrating the change program with the parent organization

“…Their results show how program managers and personnel manage the program's boundaries by defining and shaping the boundary, representing the program and creating legitimacy, information scouting and negotiating, ensuring continuity, and guarding and isolating the program from external disturbances also [50,51]. The temporary organization context emphasizes the need for boundary setting, or bringing up the boundaries [49]: when a change program is initiated, the boundaries need to be defined.…”

“…Boundary management is manifested in the efforts of shaping, bridging and buffering the boundaries, e.g., [49]. Earlier studies have revealed a variety of different types of boundary management activities in the contexts of new product development teams [50], work teams lead by external team leaders [51], and delivery project teams in an interactive marketing environment [52].…”

Who Shall Lead Us? How Cultural Values and Ethical Ideologies Guide Young Marketers’ Evaluations of the Transformational Manager–Leader

“…Consequently, managers from sales, marketing, and human resources have a vested interest in learning how intangible and nonfinancial factors could affect an individual's perceptions of and relationship with their manager-leader. This statement reiterates an earlier point that while leaders have become an apparently ''forgotten group'' (Druskat and Wheeler, 2003), harmonious leadership and followership remain vital assets to the success of today's sales and marketing organizations.…”

“…Leadership plays a significant role in creating a work climate that effectively ''works'' for the people who comprise it (Burns, 1978). Over time, businesses have gradually moved towards flexible, flatter, and empowering organizational designs, yet it has been suggested that ''leaders appear to be a forgotten group'' (Druskat and Wheeler, 2003). This finding is cause for serious concern, especially since leadership can significantly impact superior/subordinate relationships (Bass and Avolio, 1994;Burns, 1978;Castleberry and Tanner, 1986;Graen and Cashman, 1975;Kearney and Gebert, 2009;Yammarino, 1997).…”

Leader’s Support-an Organisational Asset

“…Emphasis is on the leader's role in building team trust, caring for team members and coaching (Druskat and Wheeler, 2003). Hui (1994) his research found that by expressing confidence in high performance, leaders foster confidence in employees and display their belief in employees' abilities.…”