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Relevant bibliographies by topics / Management Self-directed work teams Leadership

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Academic literature on the topic 'Management Self-directed work teams Leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 15 February 2022

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Journal articles on the topic "Management Self-directed work teams Leadership"

1

Caramanica, Laura, Steve Ferris, and Jim Little. "Self-directed work teams: Use with caution." Nursing Management (Springhouse) 32, no. 12 (2001): 77. http://dx.doi.org/10.1097/00006247-200112000-00022.

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Smith, Bruce J. "B10 Self-Directed Work Teams." Quality Management in Health Care 2, Supplement (1994): 21. http://dx.doi.org/10.1097/00019514-199400001-00038.

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Smith, Bruce J. "B10 Self-Directed Work Teams." Quality Management in Health Care &NA; (December 1994): 21. http://dx.doi.org/10.1097/00019514-199412000-00038.

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Flores, Hector R., Xueting Jiang, and Charles C. Manz. "Intra-team conflict: the moderating effect of emotional self-leadership." International Journal of Conflict Management 29, no. 3 (2018): 424–44. http://dx.doi.org/10.1108/ijcma-07-2017-0065.

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Purpose The aim of this paper is to present a model of the moderating role of emotional self-leadership on the cognitive conflict–affective conflict relationship and their effect on work team decision quality. Design/methodology/approach This paper draws upon extant theoretical and empirical research on the conflict, leadership and emotions literature works to argue for the role of emotional self-leadership as a boundary condition of the intra-team conflict–work team decision quality relationship. Findings Key to understanding why cognitive conflict sometimes leads to improved decision quality

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Cartmell, Kavin H. "Self-Directed Work Teams in a Health Care Environment." Home Health Care Management & Practice 12, no. 6 (2000): 38–40. http://dx.doi.org/10.1177/108482230001200609.

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Lowe, Kevin B. "Leading self-directed work teams: A guide to developing new team leadership skills." Organizational Dynamics 22, no. 3 (1994): 74–75. http://dx.doi.org/10.1016/0090-2616(94)90050-7.

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Hauschildt, Kristina, and Udo Konradt. "The effect of self-leadership on work role performance in teams." Leadership 8, no. 2 (2012): 145–68. http://dx.doi.org/10.1177/1742715011429588.

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This research examined the effect of self-leadership strategies on individuals’ work role performance in teams. Using an experimental policy-capturing design, self-leadership, task interdependence and situational uncertainty were manipulated in two studies. Moreover, the moderating effect of psychological collectivism orientation on the self-leadership performance relation was explored. Results from multilevel analyses revealed that in Study 1, self-leadership had a positive effect on individual task and team member work role performance. Study 2 replicated and extended these results by showin

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Parker, David W., Melanie Holesgrove, and Raghhuvar Pathak. "Improving productivity with self-organised teams and agile leadership." International Journal of Productivity and Performance Management 64, no. 1 (2015): 112–28. http://dx.doi.org/10.1108/ijppm-10-2013-0178.

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Purpose – Many organisations remain adverse to self-organised teams. The reasons are non-trivial and complex, but it is suspected that not willing to let go to direct control by senior management is at the root cause. There is a perceived security in following traditional, hierarchical chains of command under the guise of reducing risks and maintaining efficiency. The purpose of this paper is to describe the development of a research agenda that will empirically test in the field a range of widely held assumptions around leadership of self-organised teams. In total, 23 companies have agreed to

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Stewart, Greg L., and Charles C. Manz. "Leadership for Self-Managing Work Teams: A Typology and Integrative Model." Human Relations 48, no. 7 (1995): 747–70. http://dx.doi.org/10.1177/001872679504800702.

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Berlin, Johan M. "Doctors’ functional leadership in psychiatric healthcare teams – a reversible leadership logic." Team Performance Management: An International Journal 21, no. 3/4 (2015): 159–80. http://dx.doi.org/10.1108/tpm-12-2014-0061.

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Purpose – The purpose of this paper was to study how psychiatric doctors practise leadership in multidisciplinary healthcare teams. The paper seeks to answer the question: How do psychiatric doctors lead multidisciplinary teams during treatment conferences? Design/methodology/approach – Six psychiatric teams were studied at a university hospital. Each team was observed over a period of 18 months, and data were collected during four years (2008-2011). Data were collected through interviews with doctors (n = 19) and observations (n = 30) of doctors’ work in multidisciplinary psychiatric teams. F

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Dissertations / Theses on the topic "Management Self-directed work teams Leadership"

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Lillie, Terrie. "Some key determinants of effectiveness for teams in organizations." Online full text .pdf document, available to Fuller patrons only, 2001. http://www.tren.com.

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Gunawardena, Asela. "A case study on the training issues related to leaders of self-managing teams in a redesign plant." Thesis, This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-12172008-063737/.

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Sorenson, Eric C. (Eric Christopher). "Self-directed work teams at an aerospace company." Thesis, Massachusetts Institute of Technology, 1995. http://hdl.handle.net/1721.1/82671.

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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1995.<br>This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.<br>Includes bibliographical references (leaf 79).<br>by Eric C. Sorenson.<br>M.S.

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Rosson, Richard D. (Richard Douglas). "Self-directed work teams at Texas Instruments Defense Systems & Electronics Group." Thesis, Massachusetts Institute of Technology, 1994. http://hdl.handle.net/1721.1/82670.

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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1994.<br>This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.<br>Includes bibliographical references (leaf 83).<br>by Richard D. Rosson.<br>M.S.

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Borycki, Christine. "Introduction of Self-Manage Work Teams at a Brownfield Site: a Study of Organization-Based Self-Esteem and Performance." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc277664/.

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This empirical study is aimed at understanding the patterns of relationships among the organization structure of self-managed work teams in terms of three sets of constructs: 1. organization-based self-esteem; 2. consequent behaviors of intrinsic work motivation, general job satisfaction, organization citizenship, and organization commitment; and 3. performance. The primary significance of this study is that it adds to the pool of empirical knowledge in the field of self-managed work team research. The significance of this study to practicing managers is that it can help them make better-infor

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Robertson, Grant. "Distributing team leadership : a grounded theory study of how followers exercise leadership." UWA Business School, 2009. http://theses.library.uwa.edu.au/adt-WU2010.0039.

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The complex social phenomenon of leadership has been of interest for thousands of years and the subject of formal scientific research for over a century. The individual (sole) leader has been the focus of majority of the studies and leader-follower dyads have featured prominently in the identification of leader behaviours The paradigm has shifted, from the early quantitative approach to the most recent 'new leadership' perspectives which include theories such as transformational, charismatic and visionary leadership. Non-leaders (labelled followers and sometimes subordinates) have received lit

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Kichuk, Susan L. "The effect of general cognitive ability, teamwork KSA's, and the "Big Five" personality factors on the performance of engineering design teams : implications for the selection of teams /." *McMaster only, 1996.

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Barnes, Deborah M. (Deborah Manning). "Information Use Environment of Self-managed Teams : A Case Study." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc277880/.

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This research investigated how self-managed teams get the information they need to perform their job tasks. Two important factors prompted this study: the growing importance of self-managed teams in the workplace and the impact of the information system on team performance.

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Pather, S. S. "The influence of emotional intelligence on change management strategies in establishing self-managing schools : a multi-site case study." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1154.

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In South Africa, the trend has been towards the decentralising of authority and giving greater powers to schools. This implies the active involvement of the school governing body members, the school management team members and the Level One educators in the day-to-day functioning of the school. Whilst some schools have welcomed this change and seen this devolution of power as an added advantage contributing to the efficacy of schools, some schools have struggled, while others have failed dismally to cope with this added responsibility of managing their own resources. The researcher, being an e

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Martini, Franck. "Un cas d'étude hors-champ en clinique de l'activité : l'activité de travail collectif de la Patrouille de France." Thesis, Aix-Marseille, 2019. http://www.theses.fr/2019AIXM0533.

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La Patrouille de France affiche la réussite répétée du travail de représentation qui lui est prescrit par l’Armée de l’air. Paradoxalement, son efficacité se construit chaque saison autour d’un renouvellement partiel de l’équipe de pilotes, d’un changement des postes et du départ obligatoire du leader. Aussi, le contexte d’apprentissage risqué du vol en patrouille serrée conduit le groupe à construire ses propres références de travail, tout en intégrant un savoir-faire militaire éprouvé. Mais ce savoir ne se transmet qu’oralement, à partir des pilotes présents dont l’expéri

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Books on the topic "Management Self-directed work teams Leadership"

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Torres, Cresencio. Self-directed work teams: A primer. University Associates, Inc., 1990.

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Fisher, Kimball. Leading self-directed work teams: A guide to developing new team leadership skills. McGraw-Hill, 1993.

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Leading self-directed work teams: A guide to developing new team leadership skills. McGraw-Hill, 2000.

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Pressel, Lloyd. Supervision for empowered workers: New leadership styles for self-managing teams. Loma Linda Publishers, 1992.

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H, Gardner Robert, ed. The new creators of empowered workers: The supervisors guide to managing. Loma Linda Publishers, 1993.

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Wheatley, Ruth. Empowerment/self-directed work teams: Management directions. Institute of Management, 1995.

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Marvin, Washington, ed. Leading peak performance: Lessons from the wild dogs of Africa. American Society for Quality, 2007.

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D, Orsburn Jack, ed. Self-directed work teams: The new American challenge. Business One Irwin, 1990.

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9

The workplace: Interpersonal strengths and leadership. McGraw Hill, 2006.

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Patricia, Wilson. Empowering the self-directed team. National Press Publications, 1993.

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Book chapters on the topic "Management Self-directed work teams Leadership"

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Becker, Wendy S. "Self-Directed Work Teams." In The Encyclopedia of Human Resource Management. Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364741.ch75.

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Salih, Ahmed, and Mohamed Salama. "Sustainable Leadership in Multi Cultural Teams." In Principles of Sustainable Project Management. Goodfellow Publishers, 2018. http://dx.doi.org/10.23912/9781911396857-3954.

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The current shift towards digital transformation that guides the building blocks of the digital economy, has made it imperative to review some of the current theories, frameworks and paradigms. This applies to the different contexts of business management, where effective leadership is crucail, including project management and more so, sustainable project management. The authors’ current work, which is directed at both academics and practitioners, calls for a new paradigm in approaching Sustainable Leadership Effectiveness, that brings aspects from three knowledge domains (Anthropology, Sociology and Psychology) which are important for understanding human behaviors (in response to Murdock, 1971). The new paradigm and approach take leadership effectiveness practice, training and development into new dimensions, and embed them within an intelligent process with the Douglasian Cultural Framework (DCF)-based Cultural Intelligence at the center. Leaders focus should harness past and present experience to make a better future (Senge, 2008 cited in Tideman et al., 2013). This implies that for leadership to be considered sustainable, it must be formed around two important factors: adaptability and intelligence (Tideman, 2013). Accordingly, the journey that readers will be guided through in this chapter, is about novelty in thinking and practicing leadership which is different from the mainstream of leadership and Cultural Intelligence discourse and practice. The aim is to have managers and leaders not only understanding how to be effective, but how to behave intelligently in a challenging global context. In the introduction, the chapter presents the debate about leadership from the globalization lens, illustrating the obstacles that leadership research is facing. The chapter then provides the reader with a general review about Cultural Intelligence showing the dilemmas that the construct is facing, leading to the main theme of this chapter where the leadership adaptability framework is presented.

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Rubio-Andrés, Mercedes, Santiago Gutiérrez-Broncano, and Luis Varona-Castillo. "Self-Managing Teams in Small and Medium Enterprises (SME)." In Advances in Human Resources Management and Organizational Development. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4731-2.ch014.

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Small and Medium Enterprises (SMEs) are looking for a sustainable and profitable business concept. They use a human resource model according to the situation and establish a democratic system with flexible work, focusing on responsibility and initiative and increasing the self-control of the team´s members. Self-managing teams have been used more and more in recent years in the business environment. They are relatively autonomous work groups whose members share responsibility and leadership to accomplish their independent tasks. Their objective is to develop a type of collective knowledge that requires the pooling of individual knowledge. Their characteristics include independent, autonomous decision making, shared responsibility, and shared leadership. Sometimes, self-managing teams are also responsible for personnel decisions within the team, such as working hours, the selection and contracting of members, dismissal, and even determining salaries. In sum, the authors propose self-managing teams (such as High Performance Practices) as a good human resource management in small and medium enterprises and show how they can help to create organizational effectiveness and competitive advantage in SMEs.

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Norris, Sharon E. "What Motivates an Individual to Lead and Engage in Leadership Development?" In Encyclopedia of Strategic Leadership and Management. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch048.

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Leadership occurs within work units, groups, teams, and among supervisors, mid-level, and top-level managers, as well as when individuals interact with an organization's external environment. Leadership development refers to the experiences, training, and growth opportunities that help a leader mature and gain the knowledge and skills necessary for success in leadership positions. What motivates an individual to lead and seek out leadership development is the focus of this chapter. The motivation to lead and engage in leadership development is enhanced when a person has strong leader efficacy beliefs and engages in positive thought self-leadership. Leadership development initiatives designed to strengthen efficacy beliefs and encourage the development of thought self-leadership among emerging leaders are worthwhile strategic management techniques useful for enhancing overall leader effectiveness within organizations.

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Rubio-Andrés, Mercedes, Santiago Gutiérrez-Broncano, and Luis Varona-Castillo. "Self-Managing Teams in Small and Medium Enterprises (SME)." In Human Performance Technology. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8356-1.ch071.

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Small and Medium Enterprises (SMEs) are looking for a sustainable and profitable business concept. They use a human resource model according to the situation and establish a democratic system with flexible work, focusing on responsibility and initiative and increasing the self-control of the team´s members. Self-managing teams have been used more and more in recent years in the business environment. They are relatively autonomous work groups whose members share responsibility and leadership to accomplish their independent tasks. Their objective is to develop a type of collective knowledge that requires the pooling of individual knowledge. Their characteristics include independent, autonomous decision making, shared responsibility, and shared leadership. Sometimes, self-managing teams are also responsible for personnel decisions within the team, such as working hours, the selection and contracting of members, dismissal, and even determining salaries. In sum, the authors propose self-managing teams (such as High Performance Practices) as a good human resource management in small and medium enterprises and show how they can help to create organizational effectiveness and competitive advantage in SMEs.

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Errichiello, Luisa, and Tommasina Pianese. "The Role of Organizational Support in Effective Remote Work Implementation in the Post-COVID Era." In Handbook of Research on Remote Work and Worker Well-Being in the Post-COVID-19 Era. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6754-8.ch013.

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The COVID-19 pandemic forced many organizations to abruptly introduce remote working, without an accurate analysis of organizational processes and employees' expectations about work flexibility. Thus, remote working has been implemented without a rational plan of interventions based on remote work-enabling technologies, managerial practices, and resources. This chapter aims at understanding the role of “supporting” structures and practices in driving the effective implementation of remote working in the post-COVID era. The authors rely on a case study of a multi-national IT company with a long experience with remote work arrangements, focusing on mobile work and virtual teams and looking at expectations and actions of remote workers in relation to organizational support. Findings revealed the importance to adopt a holistic approach to organizational support to remote working based on formal procedures, adequate evaluation systems, tools for self-management, blended training programs, supportive leadership style, along with a collaborative work environment and a remote culture.

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Turner, Timothy W., and Richard J. Conroy. "Identifying Blind Spots in Leadership Development." In Advances in Human Resources Management and Organizational Development. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8516-9.ch010.

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A plethora of market available 360-degree assessment tools add value to the work of organizational leadership and management professionals. This chapter examines 360-degree assessments in terms of leadership development, training, and coaching. Multi-rater assessment use is reviewed in the context of emotional intelligence competencies. Leadership development is enhanced when benchmarks are established for leaders in the area of emotional intelligence. Organizations can identify keys to leader development by recognizing specific competencies in “star performers” (high performers). Self-report assessment instruments are generally useful in identifying key leadership competencies, but are limited by an individual's self-awareness. 360-degree multi-rater assessments enhance and support the recognition of these specific competencies but more so serve to identify blind spots or gaps in competency areas. Any divergence is often between a leader's self-reporting and observations gleaned from a 360-degree perspective by peers, subordinates, managers, family members, friends, and others.

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Turner, Timothy W., and Richard J. Conroy. "Identifying Blind Spots in Leadership Development." In Research Anthology on Business and Technical Education in the Information Era. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-5345-9.ch025.

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A plethora of market available 360-degree assessment tools add value to the work of organizational leadership and management professionals. This chapter examines 360-degree assessments in terms of leadership development, training, and coaching. Multi-rater assessment use is reviewed in the context of emotional intelligence competencies. Leadership development is enhanced when benchmarks are established for leaders in the area of emotional intelligence. Organizations can identify keys to leader development by recognizing specific competencies in “star performers” (high performers). Self-report assessment instruments are generally useful in identifying key leadership competencies, but are limited by an individual's self-awareness. 360-degree multi-rater assessments enhance and support the recognition of these specific competencies but more so serve to identify blind spots or gaps in competency areas. Any divergence is often between a leader's self-reporting and observations gleaned from a 360-degree perspective by peers, subordinates, managers, family members, friends, and others.

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Conference papers on the topic "Management Self-directed work teams Leadership"

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Pei, Ruimin, and Hong Li. "Core Self-Evaluations and Leadership Emergence in Autonomous Work Teams: The Mediating Effect of Team Process." In 2008 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2008. http://dx.doi.org/10.1109/iciii.2008.20.

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Lemm, Thomas C. "DuPont: Safety Management in a Re-Engineered Corporate Culture." In ASME 1996 Citrus Engineering Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/cec1996-4202.

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Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-

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Bulgachev, Roman, Michael Cromarty, Lee Milburn, and Kevan Davies. "Self-Verification Programme – A Success Story of Major Accident Risk Management via Bowtie Barrier Model." In SPE/IADC International Drilling Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/204132-ms.

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Abstract bp's Wells Organization manages its operational risks through what is known as the ‘Three Lines of Defense’ model. This is a three-tiered approach that starts with self-verification as the first line of defense which Wells assets apply to prevent or mitigate operational risks. The second line is conducted by its Safety and Operational Risk function using deep technical expertise. The third line of defense is provided by Group Audit. This paper will discuss the Wells self-verification programme evolution from its first implementation; results, lessons learned, and further steps planned

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Mališová, Daniela, and Jana Štrangfeldová. "EVALUATION OF EFFICIENCY IN SECONDARY EDUCATION." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.s.p.2020.111.

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The state of Slovak education is influenced by several negative factors. In terms of human capital, we have seen the decline of pupils for demographic reasons and lack of interest in the work of teachers. This paper aims to evaluate the efficiency of secondary education on the example of selected secondary schools. The main method of the paper is multicriteria analysis. The subject of research is the efficiency of selected secondary schools. The 10 Business Academies attended by pupils aged 15-19 years and established in the Banská Bystrica and Žilina self-governing regions will be the subject

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Schneider, Jerry, Jeffrey Wagner, and Judy Connell. "Restoring Public Trust While Tearing Down Site in Rural Ohio." In The 11th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2007. http://dx.doi.org/10.1115/icem2007-7319.

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In the mid-1980s, the impact of three decades of uranium processing near rural Fernald, Ohio, 18 miles northwest of Cincinnati, became the centre of national public controversy. When a series of incidents at the uranium foundry brought to light the years of contamination to the environment and surrounding farmland communities, local citizens’ groups united and demanded a role in determining the plans for cleaning up the site. One citizens’ group, Fernald Residents for Environmental Safety and Health (FRESH), formed in 1984 following reports that nearly 300 pounds of enriched uranium oxide had

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