Paul J. van Loon - Censor | For change and Ken Soedira - University of Tilburg, The Netherlands.
This presentation and dialogue is about successful leadership during the transition to self-managing cells. Organizations that are confronted with increasing complexity and uncertainty must respond with an organizational redesign for survival. One way to respond and cope with this complexity is by reducing the coordination needs and internal control. In order to react faster to the rapidly changing environmental demands and make fully use of employee’s potentials, organizations need teams that are capable of managing themselves. This self-management view proposes a shift from traditional/hierarchical supervision, to a much more collaborative worker and decentralized type of management by means of a team-based structure.
Self-managing teams are not meant to be leaderless. Several studies have shown the importance of a leader as the key to success of self-managing teams. The transitional stage in which the organization finds itself in, might determine the need to change and role of leadership. Switching roles during different stages in the transitionial process, is very important.
We are happy to share with you the results from recent research, about the role of leadership in the transitional process towards self-managing teams.