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Leading Workers to Lead Themselves: The External Leadership of Self-Managing Work Teams.
Peer reviewed Peer reviewed
Manz, Charles C.; Sims, Henry P., Jr. – Administrative Science Quarterly, 1987
Explores the paradoxical role of external leaders of self-managing work teams in a medium-sized manufacturing plant. External leaders' most important behaviors are those facilitating the team's management through self-observation, self-evaluation, and self-reinforcement. Leaders' dominant role is to lead others to lead themselves. Contains 6…
Descriptors: Industry, Leaders, Leadership Responsibility, Organizational Effectiveness
Tightening the Iron Cage: Concertive Control in Self-Managing Teams.
Peer reviewed Peer reviewed
Barker, James R. – Administrative Science Quarterly, 1993
Describes how an (industrial) organization's control system evolved in response to a managerial change from hierarchical, bureaucratic control to concertive control via self-management teams. The organization's members developed a system of value-based normative rules that controlled their actions more powerfully and completely than did the former…
Descriptors: Bureaucracy, Ethnography, Group Dynamics, Industry
The Performance-Maintenance (PM) Theory of Leadership: Review of a Japanese Research Program.
Peer reviewed Peer reviewed
Misumi, Jyuji; Peterson, Mark F. – Administrative Science Quarterly, 1985
An overview is provided of the research conducted in Japan during the past 30 years on the Performance-Maintenance Theory of Leadership. Experimental and field studies are described which suggest that the consequences of leadership in Japan result from interaction of performance-oriented and maintenance-oriented behaviors. (TE)
Descriptors: Administrator Role, Centralization, Decentralization, Foreign Countries