The Relationship of Self-Monitoring to Team Leader Flexibility and Work Environment Preference

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.

Grantor dc:publisher

University of North Texas

Year dc:date

2000

Author dc:creator

• Nichols, Judith Ann

Contributors dc:contributor

• Johnson, Douglas A.
• Berg, Robert C., 1938-
• Beyerlein, Michael
• Ballentine, Rodger

• Teams in the workplace.
• Leadership.
• Self-evaluation.
• work teams
• self monitoring
• leadership
• social sensitivity
• flexibility

Statement dc:rights

• Use restricted to UNT Community
• Copyright
• Nichols, Judith Ann
• Copyright is held by the author, unless otherwise noted. All rights reserved.

Language dc:language

English

Identifier

oclc: 49962812
untcat: b2375603
https://digital.library.unt.edu/ark:/67531/metadc2556/
ark: ark:/67531/metadc2556

OAI identifier oai:identifier

info:ark/67531/metadc2556