Too Much of a Good Thing? Negative Effects of High Trust and Individual Autonomy in Self-Managing Teams

A high level of trust can make the members of self-managing work teams reluctant to monitor one another. If low monitoring combines with high individual autonomy, team performance can suffer. Data from 71 self-managing teams of MBA students demonstrated this effect. High trust was associated with hi...

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Bibliographic Details
Published in:Academy of Management journal 2004-06, Vol.47 (3), p.385-399
Main Author: Langfred, Claus W
Format: Article
Language:English
Subjects:
Autonomy
Business studies
Data analysis
Employee attitude
Human resource management
Job satisfaction
Management
Management science
Self
Self directed work teams
Students
Studies
Teams
Trust
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Summary:A high level of trust can make the members of self-managing work teams reluctant to monitor one another. If low monitoring combines with high individual autonomy, team performance can suffer. Data from 71 self-managing teams of MBA students demonstrated this effect. High trust was associated with higher team performance when individual autonomy was low but with lower performance when individual autonomy was high. Additional analysis showed a moderated mediating role of monitoring and autonomy in the relationship between trust and performance. [PUBLICATION ABSTRACT]
ISSN:0001-4273
1948-0989
DOI:10.5465/20159588