The effects of managerial influence behavior on the transition to self‐directed work teams (SDWTs)

Abstract

A growing number of organizations are adopting self‐directed work teams (SDWTs), but many firms experience trouble with the transition – the time needed for SDWT development. The addition of a SDWT represents a change in the organization and requires that managers adjust their use of influence behaviors. In this article I examine the impact that managerial influence behaviors have on SDWT development.

Citation

Douglas, C. (2002), "The effects of managerial influence behavior on the transition to self‐directed work teams (SDWTs)", Journal of Managerial Psychology, Vol. 17 No. 7, pp. 628-635. https://doi.org/10.1108/02683940210444076