Many companies organize employees in self-managed teams, which are mostly left to work himself some advice from an external leader. In fact, the comprehensive survey reported that 79% of the Fortune 1000 companies are now implementing such "authorized", "independent" or "autonomous" command. Because of their widespread use, much research has been devoted to understanding how best to set up self-managing teams to maximize their effectiveness. Interestingly, however, relatively little attention has been given to leaders who must watch these teams. At first it seems like a contradiction: Why self-managing teams require leadership at all? But the study authors found that self-managed teams require a special kind of leadership. In particular, foreign leaders who contribute most to the success of his team, as a rule, to succeed in the one skill: managing the boundary between the team and the larger organization. This process requires a certain behavior, which can be grouped into four major functions: (1) moving back and forth between the team and the wider organization to build relationships, (2) exploration of the necessary information, (3) Ensure the team and outside components to support each other, and (4) empowering team members. "Hide
by Vanessa Urch Druskat, Jane Wheeler B. Source: MIT Sloan Management Review 9 pages. Publication Date: July 1, 2004. Prod. #: SMR146-PDF-ENG
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