Superior team leadership behaviors include scouting persuading empowering and

1. E.E. Lawler III, “High Involvement Management” (San Francisco: Jossey-Bass, 1986); E.E. Lawler III, “Strategies for High Performance Organizations” (San Francisco: Jossey-Bass, 1998); and G. Taninecz, T.H. Lee, A.V. Feigenbaum, B. Nagle and P. Ward, “Best Practices and Performances: Manufacturers Tackling Leading-Edge Initiatives Generally Reap the Best Results,” Industry Week, Dec. 1, 1997, 28–43.

2. M.M. Beyerlein, D.A. Johnson and S.T. Beyerlein, “Introduction,” in M.M. Beyerlein, D.A. Johnson and S.T. Beyerlein, eds., “Advances in Interdisciplinary Studies of Work Teams,” vol. 3 (Greenwich, Connecticut: JAI Press, 1996), ix–xv; C.C. Manz and H.P. Sims Jr., “Searching for the ‘Unleader’: Organizational Member Views on Leading Self-Managed Groups,” Human Relations 37 (1984): 409–424; and C.C. Manz and H.P. Sims Jr., “Leading Workers To Lead Themselves: The External Leadership of Self-Managed Work Teams,” Administrative Science Quarterly 32 (1987): 106–128.

3. See C.C. Manz, “Leading Workers To Lead Themselves.”

4. R.E. Walton, “The Topeka Work System: Optimistic Visions, Pessimistic Hypotheses and Reality,” in R. Zager and M.P. Rosow, eds., “The Innovative Organization: Productivity Programs in Action” (Elmsford, New York: Pergamon Press, 1982): 260–287.

5. R.E. Walton, “Work Innovations at Topeka: After Six Years,” Journal of Applied Behavioral Science 13 (1977): 422–433; and R.E. Walton, “The Topeka Work System.”

6. C.C. Manz, “Searching for the ‘Unleader.’ ”

7. M.M. Beyerlein, “Introduction”; and J.R. Hackman, “The Psychology of Self-Management in Organizations,” in M.S. Pallack and R.O. Perloff, eds., “Psychology and Work: Productivity, Change and Employment” (Washington, D.C.: American Psychological Association, 1986), 89–136.

8. See, for example, E.E. Lawler III, “High Involvement Management”; R.E. Walton, “Work Innovations at Topeka”; and R.E. Walton, “The Topeka Work System.”

9. R.I. Beekun, “Assessing the Effectiveness of Sociotechnical Interventions: Antidote or Fad?” Human Relations 47 (1989): 877–897; and R.E. Walton and L.A. Schlesinger, “Do Supervisors Thrive in Participative Work Systems?” Organizational Dynamics 8 (winter 1979): 24–39.

10. S.G. Cohen, L. Chang and G.E. Ledford Jr., “A Hierarchical Construct of Self-Management Leadership and Its Relationship to Quality of Work Life and Perceived Work Group Effectiveness,” Personnel Psychology 50, no. 2 (summer 1997): 275–308; B.L. Kirkman and B. Rosen, “A Model of Work Team Empowerment,” in R.W. Woodman and W.A. Pasmore, eds., “Research in Organizational Change and Development,” vol. 10 (Greenwich, Connecticut: JAI Press, 1997), 131–167; and B.L. Kirkman and B. Rosen, “Beyond Self-Management: Antecedents and Consequences of Team Empowerment,” Academy of Management Journal 42 (1999): 58–74.

11. S.G. Cohen, G.E. Ledford Jr. and G.M. Spreitzer, “A Predictive Model of Self-Managing Work Team Effectiveness,” Human Relations 49 (1996): 643–676; B.L. Kirkman, “Beyond Self-Management”; and R.E. Walton, “The Topeka Work System.”

12. C.C. Manz, “Leading Workers To Lead Themselves”; R. Wageman, “Critical Success Factors for Creating Superb Self-Managing Teams,” Organizational Dynamics 26 (summer 1997): 49–61; and R. Wageman, “How Leaders Foster Self-Managing Team Effectiveness: Design Choices Versus Hands-On Coaching,” Organization Science 12, no. 5 (2001): 559–577.

13. D.G. Ancona and D.F. Caldwell, “Bridging the Boundary: External Activity and Performance in Organizational Teams,” Administrative Science Quarterly 37, no. 4 (December 1992): 634–665.

14. See S.G. Cohen, “A Hierarchical Construct of Self-Management Leadership”; J.L. Cordery and T.D. Wall, “Work Design and Supervisory Practice: A Model,” Human Relations 38, no. 5 (1985): 425–441; and J.R. Hackman, “Leading Teams: Setting the Stage for Great Performances” (Boston: Harvard Business School Press, 2002).

1. E.E. Lawler III, “High Involvement Management” (San Francisco: Jossey-Bass, 1986); E.E. Lawler III, “Strategies for High Performance Organizations” (San Francisco: Jossey-Bass, 1998); and G. Taninecz, T.H. Lee, A.V. Feigenbaum, B. Nagle and P. Ward, “Best Practices and Performances: Manufacturers Tackling Leading-Edge Initiatives Generally Reap the Best Results,” Industry Week, Dec. 1, 1997, 28–43.

2. M.M. Beyerlein, D.A. Johnson and S.T. Beyerlein, “Introduction,” in M.M. Beyerlein, D.A. Johnson and S.T. Beyerlein, eds., “Advances in Interdisciplinary Studies of Work Teams,” vol. 3 (Greenwich, Connecticut: JAI Press, 1996), ix–xv; C.C. Manz and H.P. Sims Jr., “Searching for the ‘Unleader’: Organizational Member Views on Leading Self-Managed Groups,” Human Relations 37 (1984): 409–424; and C.C. Manz and H.P. Sims Jr., “Leading Workers To Lead Themselves: The External Leadership of Self-Managed Work Teams,” Administrative Science Quarterly 32 (1987): 106–128.

3. See C.C. Manz, “Leading Workers To Lead Themselves.”

4. R.E. Walton, “The Topeka Work System: Optimistic Visions, Pessimistic Hypotheses and Reality,” in R. Zager and M.P. Rosow, eds., “The Innovative Organization: Productivity Programs in Action” (Elmsford, New York: Pergamon Press, 1982): 260–287.

5. R.E. Walton, “Work Innovations at Topeka: After Six Years,” Journal of Applied Behavioral Science 13 (1977): 422–433; and R.E. Walton, “The Topeka Work System.”

6. C.C. Manz, “Searching for the ‘Unleader.’ ”

7. M.M. Beyerlein, “Introduction”; and J.R. Hackman, “The Psychology of Self-Management in Organizations,” in M.S. Pallack and R.O. Perloff, eds., “Psychology and Work: Productivity, Change and Employment” (Washington, D.C.: American Psychological Association, 1986), 89–136.

8. See, for example, E.E. Lawler III, “High Involvement Management”; R.E. Walton, “Work Innovations at Topeka”; and R.E. Walton, “The Topeka Work System.”

9. R.I. Beekun, “Assessing the Effectiveness of Sociotechnical Interventions: Antidote or Fad?” Human Relations 47 (1989): 877–897; and R.E. Walton and L.A. Schlesinger, “Do Supervisors Thrive in Participative Work Systems?” Organizational Dynamics 8 (winter 1979): 24–39.

10. S.G. Cohen, L. Chang and G.E. Ledford Jr., “A Hierarchical Construct of Self-Management Leadership and Its Relationship to Quality of Work Life and Perceived Work Group Effectiveness,” Personnel Psychology 50, no. 2 (summer 1997): 275–308; B.L. Kirkman and B. Rosen, “A Model of Work Team Empowerment,” in R.W. Woodman and W.A. Pasmore, eds., “Research in Organizational Change and Development,” vol. 10 (Greenwich, Connecticut: JAI Press, 1997), 131–167; and B.L. Kirkman and B. Rosen, “Beyond Self-Management: Antecedents and Consequences of Team Empowerment,” Academy of Management Journal 42 (1999): 58–74.

11. S.G. Cohen, G.E. Ledford Jr. and G.M. Spreitzer, “A Predictive Model of Self-Managing Work Team Effectiveness,” Human Relations 49 (1996): 643–676; B.L. Kirkman, “Beyond Self-Management”; and R.E. Walton, “The Topeka Work System.”

12. C.C. Manz, “Leading Workers To Lead Themselves”; R. Wageman, “Critical Success Factors for Creating Superb Self-Managing Teams,” Organizational Dynamics 26 (summer 1997): 49–61; and R. Wageman, “How Leaders Foster Self-Managing Team Effectiveness: Design Choices Versus Hands-On Coaching,” Organization Science 12, no. 5 (2001): 559–577.

13. D.G. Ancona and D.F. Caldwell, “Bridging the Boundary: External Activity and Performance in Organizational Teams,” Administrative Science Quarterly 37, no. 4 (December 1992): 634–665.

14. See S.G. Cohen, “A Hierarchical Construct of Self-Management Leadership”; J.L. Cordery and T.D. Wall, “Work Design and Supervisory Practice: A Model,” Human Relations 38, no. 5 (1985): 425–441; and J.R. Hackman, “Leading Teams: Setting the Stage for Great Performances” (Boston: Harvard Business School Press, 2002).

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