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

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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 ... continued below

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Nichols, Judith Ann August 2000.

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  • Nichols, Judith Ann

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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.

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  • August 2000

Added to The UNT Digital Library

  • Sept. 25, 2007, 9:09 p.m.

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  • May 13, 2016, 6:40 p.m.

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Nichols, Judith Ann. The Relationship of Self-Monitoring to Team Leader Flexibility and Work Environment Preference, dissertation, August 2000; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc2556/: accessed April 29, 2017), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .