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Elizabeth Nunez

1998 Research

Abstract: Self-Directed Teams: Management's Role in the Development and Implementation of Empowered Teams

Mentor: Dr. Kent Burnham, Business

The increased interest of self-directed teams calls for a new change of leadership and responsibility from managers. The report attempts to provide managers with information as to how they should involve themselves in a self-directed team's development and growth. In order to lead in a team environment managers must first identify with three essential skills: leadership, motivational, and participative. Additionally, managers learn to adjust to the roles of coach and administrator. The responsibilities of the manager include providing team training in technical/functional skills, team/interaction skills, and problem-solving/decision-making skills. Furthermore, managers help the team set objectives parallel to the company's goals and vision. When the team begins to manage its own process, the manager facilitates the team throughout this time through four stages: forming stage; storming stage; norming stage; and performing stage. In order to ensure the success of self-directed teams; managers must monitor the team's performance in quality, productivity, efficiency, and service.

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