Leading Self-managed Groups: a Conceptual Analysis of a Paradox

The best of all leaders is the one who helps people so that, eventually, they don't need him. (Lao Tzu, quoted in M. Maccoby, The Leader) Contemporary problems of modern organizations have stimulated the development of new work innovations, which include the emergence of self-managed work groups. One particular puzzling aspect of selfmanaged groups is the identification of an appropriate role for external work-group leaders. What is the role for an external leader of such groups? Why should such a leader be necessary if groups are indeed to be 'self-managing'? Is the existence of such a leader a logical inconsistency a paradox? In this paper, we use perspectives from socio-technical systems (STS) and social learning theory (SLT) in developing a conceptual framework that suggests a role for this unique type of leader. We call this person a 'Superleader'; one who leads others to lead themselves. The combining of STS and SLT perspectives enables an expanded view of the role of self-managed group leaders that emphasizes both contextual and motivational needs of the work groups. Limiting and contingency factors of the proposed framework are discussed and directions for future research are suggested.