Emergent leadership in self-managed teams is a complex phenomenon. It is a process that requires understanding, flexibility, and adaptability. Emergent leaders are not appointed or elected; instead, they naturally arise from the group based on their abilities, qualities, and the group’s needs.
In self-managed teams, the role of an emergent leader can vary greatly. They may take on a coordinating role, guiding the team towards its goals, or they may act as a mediator, resolving conflicts and facilitating communication. Their role is fluid, changing according to the team’s needs and circumstances.
Emergent leadership is influenced by several factors. Individual characteristics, such as personality traits and skills, play a significant role. Team dynamics, including the relationships between team members and the team’s culture, also impact who emerges as a leader.
The effectiveness of emergent leadership depends on the match between the leader’s qualities and the team’s needs. A mismatch can lead to conflict and reduced team performance. Therefore, it’s critical for self-managed teams to recognise and utilise the strengths of their members to ensure effective leadership.
Emergent leadership presents unique challenges and opportunities for self-managed teams. It requires a balance between individual initiative and collective action. Understanding this balance is key to harnessing the power of emergent leadership and maximising team performance.
Go to source article: https://www.researchgate.net/publication/305811623_Emergent_leadership_in_self-managed_teams