Self-Leading Work Teams: Moving Beyond Self-Management Myths
指出自我管理团队在实践中常沦为虚幻，提出向自我领导团队转变，让员工在战略层面也拥有影响力，并考虑了权变因素的作用。
Recent challenges raised in the literature suggest that the application of employee self-managing teams can create more of a illusion or myth of employee self-influence than a reality. The amount of self-influence allowed self-managing employees is frequently subject to many limitations stemming from management practice and organizational constraints. In order to more fully develop and utilize organizational human resources a movement beyond self-managing teams toward self-leading teams is proposed. This perspective suggests that employees are empowered to influence strategic issues concerning what they do and why, in addition to the issue of how they do their work. The role of several contingency factors is also considered.