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

Druskat, Vanessa Urch; Wheeler, Jane V.

doi:10.5465/30040637

Cited by 56 publications

(55 citation statements)

References 34 publications

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“…Since mindfulness enables individuals to regulate their motivation and behavior (Brown and Ryan, 2003), it can be seen as a form of self-leadership, referring to the process by which people influence themselves to attain the self-direction and self-motivation that is needed to perform in desirable ways (Houghton and Neck, 2002), thereby potentially reducing the need for external leadership (Manz and Sims, 1980;Morgeson, 2005). This reasoning is in line with the functional approach to leadership which implies that leaders are especially needed for those tasks that workers are not capable of (Druskat and Wheeler, 2003). Because mindful employees are capable of regulating their own motivation and behavior, they do not need the positive encouragement of a transformational leader to boost their intrinsic motivation and in turn their extra-role performance.…”

mentioning

confidence: 61%

Mindfulness as substitute for transformational leadership

Kroon

Woerkom

Menting³

2017

JMP

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Purpose Transformational leaders spark the intrinsic motivation of employees, thereby stimulating their extra-role performance. However, not all employees are lucky enough to have a transformational leader. The purpose of this paper is to investigate to what extent mindfulness can function as a substitute for transformational leadership. By being attentive to and aware of what is taking place in the present, mindfulness provides employees with a source of intrinsic motivation that lies within the person, thereby possibly making employees less dependent on transformational leadership. Design/methodology/approach An online survey was used to collect data of 382 employees working in diverse sectors in the Netherlands. Findings Moderated mediation analyses indicated that mindfulness partly compensates for a low levels of transformational leadership in fostering intrinsic motivation and in turn extra-role performance, thereby providing evidence for the substitutes for leadership theory. Moreover, the findings extend previous research on the contribution of mindfulness to in-role performance by showing its additional value for intrinsic motivation and extra-role performance. Research limitations/implications Despite the use of validated measures and the presence of an interaction effect, common-source bias cannot be out ruled completely. Practical implications Since mindfulness can be developed, the results suggest a training intervention to make employees less dependent on their leaders for their motivation. Originality/value This paper is the first to show that mindful people are more resilient against the absence of transformational leadership. Given the frequent changes in management layers in organizations, knowledge about resources for individual resilience and self-management is sorely needed.

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mentioning

confidence: 61%

Mindfulness as substitute for transformational leadership

Kroon

Woerkom

Menting³

2017

JMP

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“…For instance, Druskat and Wheeler (2003) observed that more effective self-managed teams had leaders who relied less on legitimate means of authority and more on their expert or referent power to direct teams. Yet, we noted the potential failures if followers subordinate themselves to such expert or referent power blindly.…”

Section: Psychological Proximity and Teamsmentioning

confidence: 99%

A framework for examining leadership in extreme contexts

Hannah

Uhl‐Bien

Avolio

et al. 2009

The Leadership Quarterly

506

531

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a r t i c l e i n f o a b s t r a c tIn this review, we develop a framework to guide future research and to examine the execution of leadership in extreme contexts. We start by defining and distinguishing extreme contexts from crisis and other contexts. A five component typology is developed comprised of magnitude of consequences, form of threat, probability of consequences, location in time and physical or psychological-social proximity. We discuss the unique influences these components have on leadership processes in extreme contexts examining the relevance of organization types such as critical action and high reliability organizations. Further, we present a set of factors that may attenuate or intensify the dimensions comprising an extreme context, thus influencing either a team or organization's ability for adaptive leadership response. Ultimately this framework seeks to develop a richer understanding of extreme contexts to advance the future development of contextualized theories of leadership for extreme contexts.Published by Elsevier Inc.

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“…There are few researches that focus on identifying factors that affect knowledge sharing. Some researchers have examined strategic factors such as leadership and the organizational culture that motivates employees to share knowledge (Druskat and Wheeler, 2003). Moreover, other researchers have focused on individuals' beliefs, attitudes, and behaviours in knowledge sharing, but little empirical research has examined technology as a mechanism to foster knowledge sharing in organizations (Andrews and Delahaye, 2000).…”

Section: Knowledge Sharingmentioning

confidence: 99%

The relationships among information systems, knowledge sharing, and customer relationship management in banking industry

Phùng

2016

IJECRM

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Knowledge sharing continues to be an important research topic because it is a prerequisite to good customer relationship management (CRM). Knowledge sharing will lead to higher profitability through increasing CRM capability. This idea seems to have been ignored by other researchers. Previous research has focused on individuals' belief, attitudes, and behaviours that affect knowledge sharing and CRM but had paid little attention to the fact that technology is a mechanism that fosters knowledge sharing and hence increases CRM profitability. Applying the technology acceptance model (TAM) and Delone and McLean (D&M), the article presents a synthesis framework linking technology characteristics, beliefs of users, knowledge sharing, CRM capabilities, and profitability. We test the framework thorough the Structural Equation Modelling (SEM) approach. The data consist of 325 questionnaires for the banking industry in Vietnam. The study reveals that technology characteristics have a significant impact on knowledge sharing but not on CRM. Moreover, the research found that knowledge sharing contributes to improving CRM capability and profitability.

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

Cited by 56 publications

References 34 publications

Mindfulness as substitute for transformational leadership

Mindfulness as substitute for transformational leadership

A framework for examining leadership in extreme contexts

The relationships among information systems, knowledge sharing, and customer relationship management in banking industry

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