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From leader to coach: a reluctant transition

Schrander, M.C.F (2017) From leader to coach: a reluctant transition.

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Abstract:Nurses and caretakers were asked about their personal experience with self-managing teams and their transition towards self-management to shed light on how the transition is perceived to awnser the following question: What is the difference between the external leader type before the transition and after the transition and how are employees in self-managing teams experiencing this transition? A case study along with semi-structured interviews were used to conduct this research. Five nurses/caretakers were interviewed at Livio a healthcare institution in The Netherlands. All respondents were part of a different team with various or similar coaches. Results show that the way of introducing and the timing of introduction of self-managing teams as a concept play a significant role in the way respondents perceive the transition. Respondents that already had a concerning situation in their team kept this problem with even less facilitation to coop with the problem at hand because of the absence of their former manager. Other teams flourished because of the absence of their manager and enjoyed the freedom and autonomy they gained during the transition. Transitioning towards self-managing teams gives a new extend of freedom, how the teams handle this depends on the abilities and skills they posses in combination with the support and information given by the organization. How the transition is perceived is based on individual situations and team variables.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
Link to this item:http://purl.utwente.nl/essays/72866
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