Scholarlink

<p>Self-organised forms of work promise greater adaptability and autonomy, yet they still require leadership. Classical leadership models offer little guidance once decision-making is decentralised and teams manage their own work. This article explores how leadership is actually practised in such settings. We conducted semi-structured interviews with eight leaders who support nine self-organised teams across five organisations in manufacturing, telecommunications, IT, and pharmaceuticals. Using structuring content analysis, three directions of leadership work emerged: (1) outward—buffering teams from hierarchical expectations, translating between logics, and defending their operating space; (2) toward the team—providing frameworks, balancing intervention and restraint, and safeguarding team stability while leaving autonomy intact; and (3) inward—continuous self-reflection, learning to relinquish control, and cultivating tolerance for ambiguity. Each direction contains concrete functions that help leaders remain present without stifling initiative.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Leadership in self-organised teams: Navigating roles without directing

  • 期刊论文

  • 发表日期：

    2026年1月21日

查看全文
  • Babette Julia Brinkmann,
  • Karl Schattenhofer

摘要

Self-organised forms of work promise greater adaptability and autonomy, yet they still require leadership. Classical leadership models offer little guidance once decision-making is decentralised and teams manage their own work. This article explores how leadership is actually practised in such settings. We conducted semi-structured interviews with eight leaders who support nine self-organised teams across five organisations in manufacturing, telecommunications, IT, and pharmaceuticals. Using structuring content analysis, three directions of leadership work emerged: (1) outward—buffering teams from hierarchical expectations, translating between logics, and defending their operating space; (2) toward the team—providing frameworks, balancing intervention and restraint, and safeguarding team stability while leaving autonomy intact; and (3) inward—continuous self-reflection, learning to relinquish control, and cultivating tolerance for ambiguity. Each direction contains concrete functions that help leaders remain present without stifling initiative.