The Need for Autonomy Among Managers<sup />

Harrell, Thomas W.; Alpert, Bernard

doi:10.5465/amr.1979.4289024

Cited by 23 publications

(6 citation statements)

References 3 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Founding a business promises a situation where pride-fuelled hyperactivity is fully exploitable, as the direction, risks, and responsibilities of conduct can be effectively monopolized by the business owner alone (Goss, 1991). This assertion has a superficial similarity with the notion of nAut (need for autonomy; McClelland, 1975;Harrell & Alpert, 1979), conventionally a synonym for individualism and, in the entrepreneurial context, usually equated with hostility towards external control and a strong commitment to individual freedom. The theory developed here, however, treats individuals as interdependent rather than independent and 'autonomy' therefore refers to a particular state of a social relationship, rather than to its absence.…”

Section: Shame Pride and The Entrepreneurmentioning

confidence: 84%

Entrepreneurship and ‘the social’: Towards a deference-emotion theory

Goss

2005

Human Relations

View full text Add to dashboard Cite

This article offers an alternative to the dominant individualistic theories of entrepreneurship. It develops Scheff’s notion of the deference-emotion system to propose a theory of entrepreneurial conduct that emphasizes social interaction and emotion. This theory proposes that the emotions of pride and shame, produced by the giving and withholding of deference, can motivate action that resists the innovation-inhibiting effect of social sanctions. By suggesting a social basis for the generation and reproduction of entrepreneurial conduct, it is able to explain the frequently volatile and inconsistent nature of this conduct, an important dimension of entrepreneurial behaviour that, whilst recognized empirically, normally escapes theoretical attention. The article advocates making social situations rather than individuals the analytical starting point for fresh and potentially valuable insights into the nature of entrepreneurial behaviour.

show abstract

Section: Shame Pride and The Entrepreneurmentioning

confidence: 84%

Entrepreneurship and ‘the social’: Towards a deference-emotion theory

Goss

2005

Human Relations

View full text Add to dashboard Cite

show abstract

“…Cox, Lobel, and McLeod (1991) found support for this proposition in a study showing that when groups were composed of people from collectivist cultures, members displayed more cooperative behavior than when groups were composed of people from individualistic cultures. Harrell and Alpert (1979) suggested that need for autonomy is an important consideration when implementing selfmanaged work-teams. Other experts concur that high autonomy is important for workers in selfmanaged work teams because members must take initiative without direct supervision (Manz, Mossholder and Luthans, 1987;Manz and Sims, 1993).…”

Section: Work Groups and Individual Differencesmentioning

confidence: 99%

The relationship between self-efficacy for participating in self-managed work groups and the big five personality dimensions

1996

View full text Add to dashboard Cite

SummaryLittle research has been done on characteristics of successful self-managed work group members, despite the fact that almost every major U.S. corporation is considering implementing such teams. This study examined the relationship between the Big Five personality dimensions and self-efficacy for participating in self-managed work groups. A questionnaire was administered to 126 workers in a manufacturing organization that is planning the implementation of self-managed work groups. Results indicated that Neuroticism, Extraversion, Agreeableness, and Conscientiousness were significantly related to self-efficacy for participating in self-managed work groups. Due to the relationship between self-efficacy and performance, one implication of these findings is that organizations should consider personality when deciding whether or not to implement self-managed work groups or who should be selected to work in this type of structure. Future research should include measures of individual and group performance and withdrawal behaviors to extend these findings.

show abstract

“…HRD specialists frequently act as the change agents involved in the implementation of new approaches to management (Harris and DeSimone, 1994), and self-managed teams are no exception (Yeatts and Hyten, 1998). Accountability is a key characteristic of work on self-managed teams (Harrell and Alpert, 1979;Manz, Mossholder, and Luthans, 1987;Waitley, 1995). Workers on self-managed teams make decisions and are held accountable for the consequences of their decisions.…”

mentioning

confidence: 99%

Relationships between accountability, job satisfaction, and trust

Thoms

Dose

Scott³

2002

Human Resource Dev Quarterly

View full text Add to dashboard Cite

With the trend toward self-management comes increasing accountability of individuals to their coworkers and organizations. There is an implicit assump-Manz and Sims (1993) have suggested that every major corporation is seriously considering implementing self-managed work groups. Beckham (1998) predicted that by the year 2000, 40 percent of U.S. employees would be working on self-directed teams. Although these projections may have been overly optimistic, they indicate the level of attention given to self-management in the 1990s. HRD specialists frequently act as the change agents involved in the implementation of new approaches to management (Harris and DeSimone, 1994), and self-managed teams are no exception (Yeatts and Hyten, 1998). Accountability is a key characteristic of work on self-managed teams (Harrell and Alpert, 1979;Manz, Mossholder, and Luthans, 1987;Waitley, 1995). Workers on self-managed teams make decisions and are held accountable for the consequences of their decisions. That change in the level of accountability in organizations typically requires extensive training when the teams are implemented (Yeatts and Hyten, 1998).

show abstract

The Need for Autonomy Among Managers

Cited by 23 publications

References 3 publications

Entrepreneurship and ‘the social’: Towards a deference-emotion theory

Entrepreneurship and ‘the social’: Towards a deference-emotion theory

The relationship between self-efficacy for participating in self-managed work groups and the big five personality dimensions

Relationships between accountability, job satisfaction, and trust

Contact Info

Product

Resources

About