Although research has indicated that self-managing teams can help organizations improve their performance, middle managers instructed to facilitate the introduction of these teams sometimes resist the change effort. One of the key reasons why these managers resist the introduction of self-managing teams is confusion surrounding the role of the manager after the teams have been empowered. This confusion stems from the fact that the manager has responsibility for a team that is expected, to a large degree, to lead itself. Since resistance by middle managers is one of the main factors resulting in self-managed team failures, it is important to learn more about the reasons why these managers support or resist the team initiative. This paper looks at the impact of uncertainty and intraorganizational relationships on middle managers’ decision to support or resist the introduction of self-managing teams. It also suggests ways in which organizations might work with managers to help them develop greater openness and support for this team innovation. [more]

Despite increasing research on corporate entrepreneurship, a review of the literature shows that little has been developed to improve the cognitive processes of middle managers engaged in entrepreneurial activity. One existing framework explains sustained corporate entrepreneurial activity on the basis of whether outcomes of such entrepreneurial behavior either meet or exceed the expectations set by managers before undertaking the activity. However, there is a gap in our understanding of what can be done for managers prior to that critical moment of approving or declining further entrepreneurial projects. The purpose of this paper is to address that gap in the literature by applying social cognitive theory (specifically the self-leadership concept) as a framework for middle managers to enhance their perceptions of the benefits of taking part in further corporate entrepreneurial activity. [more]

This paper presents new findings on public library leadership from interviews with library leaders in Ireland, Britain, and the United States. The study takes as its unique focus the perceptions of currently serving library leaders on the topic of leadership and followership in public librarianship. The findings illustrate the importance of the library leaders' role to followers in their organizations. This paper highlights aspects of the leader-follower relationship including team leadership, leader as teacher/mentor, leader as emotional/psychological supporter, leader as role model, leader attitudes to in-house challenges, and the nurturing of new leaders. Varying leadership styles have been practiced by leaders, with no universal or common traits even within national boundaries, for developing successful leader-follower relationships. [more]