Supporting managers in developing self-directed teams: coaching leadership in remote work
Kerkkänen, Anna (2022)
Kerkkänen, Anna
2022
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2022082419617
https://urn.fi/URN:NBN:fi:amk-2022082419617
Tiivistelmä
The research focuses on the experiences of team managers when developing self-directed teams in remote work environment by the methods of coaching-based leadership. The commissioning parties of the thesis have created a process model for the implementation of self-direction in their customer organizations and the effects of the process model in a piloting company have been studied to reach the objectives of the thesis project.
The overall purpose of the research has been to investigate what kind of support is needed from the organization to better equip the managers on the development journey toward self-direction with their teams. The objective has been to offer development suggestions and practical recommendations for both the commissioning parties’ process model as well as the customer organizations for future projects.
A coherent theoretical framework is presented to build a comprehensive view of the context of the research. The three main themes within the conceptual framework have been remote work, coaching-based leadership, and self-direction in teams.
The selected methodology for the research project has been a case study with longitudinal multi-method research approach. The collection of data using various methods has given the possibility to extend the viewpoint of the research to include the team members. The longitudinal aspect of the study has provided the opportunity to evaluate the development of the teams over an extended period.
The findings of the empirical study indicate a lack of support provided to the managers during the pilot process. Improvements in offering the managers support in the areas of, e.g., competence development, change management, and leadership, and providing mentoring could help managers immensely when implementing new work methods in their teams. Ensuring a psychologically safe working environment is imperative for creating trust and self-direction in the organization. In addition to organizational support, the role of the manager and their team members play an important part in promoting a culture of experimentation through self-direction.
Companies encouraging self-direction witness higher levels of engagement in their employees, which is proven to be a sign of successful organization. It is noteworthy for all organizations to consider the possibility to start developing their teams towards self-direction. With the help of the recommendations provided in this thesis report that step will be easier to take.
Further research is suggested for discovering the effects of long-term remote work on psychological safety and how to best implement coaching to promote psychological safety in remote work. Studying the development of co-direction in teams with pre-existing interpersonal challenges proposes another interesting recommendation for further research.
The overall purpose of the research has been to investigate what kind of support is needed from the organization to better equip the managers on the development journey toward self-direction with their teams. The objective has been to offer development suggestions and practical recommendations for both the commissioning parties’ process model as well as the customer organizations for future projects.
A coherent theoretical framework is presented to build a comprehensive view of the context of the research. The three main themes within the conceptual framework have been remote work, coaching-based leadership, and self-direction in teams.
The selected methodology for the research project has been a case study with longitudinal multi-method research approach. The collection of data using various methods has given the possibility to extend the viewpoint of the research to include the team members. The longitudinal aspect of the study has provided the opportunity to evaluate the development of the teams over an extended period.
The findings of the empirical study indicate a lack of support provided to the managers during the pilot process. Improvements in offering the managers support in the areas of, e.g., competence development, change management, and leadership, and providing mentoring could help managers immensely when implementing new work methods in their teams. Ensuring a psychologically safe working environment is imperative for creating trust and self-direction in the organization. In addition to organizational support, the role of the manager and their team members play an important part in promoting a culture of experimentation through self-direction.
Companies encouraging self-direction witness higher levels of engagement in their employees, which is proven to be a sign of successful organization. It is noteworthy for all organizations to consider the possibility to start developing their teams towards self-direction. With the help of the recommendations provided in this thesis report that step will be easier to take.
Further research is suggested for discovering the effects of long-term remote work on psychological safety and how to best implement coaching to promote psychological safety in remote work. Studying the development of co-direction in teams with pre-existing interpersonal challenges proposes another interesting recommendation for further research.