Shared leadership in self-managed teams: A competing values approach

Abstract

This research applies a competing values approach to the study of shared leadership in self-managed teams. In contrast to other leadership theories, the competing values framework integrates contradictory leadership roles into one single framework and suggests that leaders should perform eight opposing supervisory roles in order to fulfil competing expectations. This research hypothesizes a positive relationship between team effectiveness and the balance of the eight supervisory roles. A competing values leadership instrument is used to measure the eight supervisory roles within self-managed teams. Information for the study is collected from 30 team members in a grocery distribution center. The results show that effective self-managed teams play and balance the eight competing roles. Moreover, a team's life cycle has an impact on the priority of the competing roles. The findings indicate that managers in the organizations should not only be concerned about the development and balance of the eight roles, but should also change role emphasis during the different stages in the team development.

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