Behavioral characteristics of coach managers in Self-Managing Teams

How a coach manager of a SMT should behave in order to empower his team is an important question that is largely unanswered by the literature. A lot of research has been done about the behavioral aspects of leaders, but it was always done in a broad sense. Practical, behavioral advice for coach managers still misses in the literature and this research aims at giving practical implications about which behavior of the coach manager of a SMT is perceived to be the most effective to empower his team and under which circumstances. The qualitative research was conducted in a care organization that worked with SMT’s. Data was collected via a case study, using semi-structure interviews among several members of different SMT’s. In order to increase the level of reliability in this research, inter-coder reliability was applied. As a result of this case study, several practical implications were found that are about the following: To start with, the coach manager should always stimulate and facilitate his team members to update and extend their knowledge and capabilities.