The paradox of self-management: individual and group autonomy in work groups

Claus W. Langfred

304 citations0/0 files storedJournal of Organizational Behavior

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Team Dynamics and Performance Job Satisfaction and Organizational Behavior Social and Intergroup Psychology

Abstract

This study explores how autonomy at the individual and the group levels directly affect group cohesiveness, and how they indirectly influence group effectiveness. Hypotheses suggesting that individual and group autonomy will be oppositely related to cohesiveness are supported in data collected from a large sample of work groups in two separate organizations. Also supported are hypotheses suggesting a group cohesiveness/group performance orientation interaction as a mediator of the relationships between autonomy at both levels and group effectiveness. The findings highlight the importance of considering autonomy at both individual and group levels simultaneously when designing work groups that incorporate autonomy. Copyright © 2000 John Wiley & Sons, Ltd.

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References

1973The Strength of Weak Ties 1979Intraclass correlations: Uses in assessing rater reliability.1987Rediscovering the Social Group: A Self‐Categorization Theory 1989Social Identity Theory and the Organization 1989Rediscovering the Social Group: A Self-Categorization Theory.1993Handbook of industrial and organizational psychology 1984Estimating within-group interrater reliability with and without response bias.1983Human Groups and Social Categories: Studies in Social Psychology.

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