Contextual determinants of self-managing leader behavior : an empirical study

A field study in two manufacturing plants tested the hypotheses that the human resource context of self-directed work team leaders would be related to leader self-directed behavior. Additional hypotheses predicted that the self-directed leader behavior would be related to work teams assessment of effectiveness of leader, satisfaction with leader, and team effectiveness. Self-directed work team leaders (n=88) completed a questionnaire on contextual variables of reward, recognition, training, career value, role clarity and role conflict. Four hundred members from 88 work teams completed questionnaires on satisfaction with their team leader, effectiveness of their team leader and team effectiveness. Results showed role clarity positively associated with leader self-managing behavior, but no other context variable predicted leader behavior. Self-managing leader behavior was positively related to team effectiveness, satisfaction with team leader and assessment of team leader effectiveness. Future research directions are discussed. Findings have implications for systems theories of organizations and strategic human resource contexts of self-directed work team leaders.