{"id":{"repo_id":"unt","oai_identifier":"info:ark/67531/metadc2556"},"canonical_url":"https://search.dev.ndltd.org/etd/unt/info:ark/67531/metadc2556","repository":{"repo_id":"unt","name":"University of North Texas","base_url":"https://digital.library.unt.edu/oai/"},"display":{"title":"The Relationship of Self-Monitoring to Team Leader Flexibility and Work Environment Preference","abstract":"This research explores the relationship of self-monitoring with team leader behavior and work environment preference. Those who are high on self-monitoring demonstrate flexibility in their actions with others and are socially perceptive. They perform well in a variety of leadership positions and are viewed as leaders by group members. High self-monitoring types choose \"socially\" based careers, including teacher and psychologist, in which they adapt their interaction styles to effectively meet the demands of clients. The demands placed on a team leader appear to require similar characteristics to those that high self-monitoring individuals possess. As a team matures through different stages of development, the role of the leader ranges from director to facilitator to consultant. In order to effectively meet team needs, a leader must be socially sensitive to interpersonal cues and have the ability to assume various roles. In addition, given the fact that the position of team leader is a highly social type of career that requires behaviors similar to careers chosen by high self-monitoring individuals, it is likely that high self-monitors would prefer working in a team work environment over a traditional one. A survey methodology was used to assess the characteristics of 100 team members. No relationship was found between self-monitoring and flexible team leader behavior. However, when a job relevant version of a traditional self-monitoring scale was used, some of the data suggested that flexible people prefer a team work environment over a traditional one. Also, individuals who demonstrated ineffective team leader behaviors tended to show a preference towards traditional work environments.","abstract_html":"This research explores the relationship of self-monitoring with team leader behavior and work environment preference. Those who are high on self-monitoring demonstrate flexibility in their actions with others and are socially perceptive. They perform well in a variety of leadership positions and are viewed as leaders by group members. High self-monitoring types choose "socially" based careers, including teacher and psychologist, in which they adapt their interaction styles to effectively meet the demands of clients. The demands placed on a team leader appear to require similar characteristics to those that high self-monitoring individuals possess. As a team matures through different stages of development, the role of the leader ranges from director to facilitator to consultant. In order to effectively meet team needs, a leader must be socially sensitive to interpersonal cues and have the ability to assume various roles. In addition, given the fact that the position of team leader is a highly social type of career that requires behaviors similar to careers chosen by high self-monitoring individuals, it is likely that high self-monitors would prefer working in a team work environment over a traditional one. A survey methodology was used to assess the characteristics of 100 team members. No relationship was found between self-monitoring and flexible team leader behavior. However, when a job relevant version of a traditional self-monitoring scale was used, some of the data suggested that flexible people prefer a team work environment over a traditional one. Also, individuals who demonstrated ineffective team leader behaviors tended to show a preference towards traditional work environments.","abstract_has_math":false,"creators":["Nichols, Judith Ann"],"institution":"University of North Texas","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Johnson, Douglas A.","Berg, Robert C., 1938-","Beyerlein, Michael","Ballentine, Rodger"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2000,"date_issued":"2000-08","date_published":"2000-08","updated_at":"2026-07-24T05:34:52Z","subjects":["Teams in the workplace.","Leadership.","Self-evaluation.","work teams","self monitoring","leadership","social sensitivity","flexibility"],"languages":["English"],"rights":["Use restricted to UNT Community","Copyright","Nichols, Judith Ann","Copyright is held by the author, unless otherwise noted. All rights reserved."],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["oclc: 49962812","untcat: b2375603","https://digital.library.unt.edu/ark:/67531/metadc2556/","ark: ark:/67531/metadc2556"],"render_values":[{"text":"oclc: 49962812","href":null,"code":true},{"text":"untcat: b2375603","href":null,"code":true},{"text":"https://digital.library.unt.edu/ark:/67531/metadc2556/","href":"https://digital.library.unt.edu/ark:/67531/metadc2556/","code":true},{"text":"ark: ark:/67531/metadc2556","href":null,"code":true}]}]},"links":{"outbound_url":"https://doi.org/10.12794/metadc2556","outbound_label":"DOI","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Johnson, Douglas A.","Berg, Robert C., 1938-","Beyerlein, Michael","Ballentine, Rodger"]},{"key":"dc:creator","label":"Author","values":["Nichols, Judith Ann"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2000-08"]},{"key":"dc:publisher","label":"Institution","values":["University of North Texas"]},{"key":"dc:type","label":"Dc Type","values":["Thesis or Dissertation"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Teams in the workplace.","Leadership.","Self-evaluation.","work teams","self monitoring","leadership","social sensitivity","flexibility"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["English"]},{"key":"dc:rights","label":"Dc Rights","values":["Use restricted to UNT Community","Copyright","Nichols, Judith Ann","Copyright is held by the author, unless otherwise noted. All rights reserved."]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["oclc: 49962812","untcat: b2375603","doi: 10.12794/metadc2556","https://digital.library.unt.edu/ark:/67531/metadc2556/","ark: ark:/67531/metadc2556"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["This research explores the relationship of self-monitoring with team leader behavior and work environment preference. Those who are high on self-monitoring demonstrate flexibility in their actions with others and are socially perceptive. They perform well in a variety of leadership positions and are viewed as leaders by group members. High self-monitoring types choose \"socially\" based careers, including teacher and psychologist, in which they adapt their interaction styles to effectively meet the demands of clients. The demands placed on a team leader appear to require similar characteristics to those that high self-monitoring individuals possess. As a team matures through different stages of development, the role of the leader ranges from director to facilitator to consultant. In order to effectively meet team needs, a leader must be socially sensitive to interpersonal cues and have the ability to assume various roles. In addition, given the fact that the position of team leader is a highly social type of career that requires behaviors similar to careers chosen by high self-monitoring individuals, it is likely that high self-monitors would prefer working in a team work environment over a traditional one. A survey methodology was used to assess the characteristics of 100 team members. No relationship was found between self-monitoring and flexible team leader behavior. However, when a job relevant version of a traditional self-monitoring scale was used, some of the data suggested that flexible people prefer a team work environment over a traditional one. Also, individuals who demonstrated ineffective team leader behaviors tended to show a preference towards traditional work environments."]},{"key":"dc:format","label":"Dc Format","values":["Text"]},{"key":"dc:title","label":"Title","values":["The Relationship of Self-Monitoring to Team Leader Flexibility and Work Environment Preference"]}]}],"canonical_facts":{"dc:contributor":["Johnson, Douglas A.","Berg, Robert C., 1938-","Beyerlein, Michael","Ballentine, Rodger"],"dc:creator":["Nichols, Judith Ann"],"dc:date":["2000-08"],"dc:description":["This research explores the relationship of self-monitoring with team leader behavior and work environment preference. Those who are high on self-monitoring demonstrate flexibility in their actions with others and are socially perceptive. They perform well in a variety of leadership positions and are viewed as leaders by group members. High self-monitoring types choose \"socially\" based careers, including teacher and psychologist, in which they adapt their interaction styles to effectively meet the demands of clients. The demands placed on a team leader appear to require similar characteristics to those that high self-monitoring individuals possess. As a team matures through different stages of development, the role of the leader ranges from director to facilitator to consultant. In order to effectively meet team needs, a leader must be socially sensitive to interpersonal cues and have the ability to assume various roles. In addition, given the fact that the position of team leader is a highly social type of career that requires behaviors similar to careers chosen by high self-monitoring individuals, it is likely that high self-monitors would prefer working in a team work environment over a traditional one. A survey methodology was used to assess the characteristics of 100 team members. No relationship was found between self-monitoring and flexible team leader behavior. However, when a job relevant version of a traditional self-monitoring scale was used, some of the data suggested that flexible people prefer a team work environment over a traditional one. Also, individuals who demonstrated ineffective team leader behaviors tended to show a preference towards traditional work environments."],"dc:format":["Text"],"dc:identifier":["oclc: 49962812","untcat: b2375603","doi: 10.12794/metadc2556","https://digital.library.unt.edu/ark:/67531/metadc2556/","ark: ark:/67531/metadc2556"],"dc:language":["English"],"dc:publisher":["University of North Texas"],"dc:rights":["Use restricted to UNT Community","Copyright","Nichols, Judith Ann","Copyright is held by the author, unless otherwise noted. All rights reserved."],"dc:subject":["Teams in the workplace.","Leadership.","Self-evaluation.","work teams","self monitoring","leadership","social sensitivity","flexibility"],"dc:title":["The Relationship of Self-Monitoring to Team Leader Flexibility and Work Environment Preference"],"dc:type":["Thesis or Dissertation"]},"updated_at":"2026-07-24T05:34:52Z"}