Unlocking the role of managers in self-managing teams

Purpose: Recent reports show that knowledge-based sectors contribute significantly to the global economy and underscore the importance of innovation. Innovation in both products and processes is vital to maintaining competitiveness. Self-managing teams, emphasizing autonomy and limiting the role of management, have been viewed as a solution to encourage innovation. However, management's efforts to coordinate and align employees with the organization's interests can inadvertently stifle innovation. Achieving the appropriate balance between granting employees autonomy and retaining managerial involvement is paramount, creating a paradox known as the control-autonomy dilemma. This article highlights the importance of perceived managerial support to strike the appropriate balance. Design/methodology/approach: Practitioner paper Findings: To address the control-autonomy dilemma, organizational practices that balance management control and employee autonomy are crucial. These include input practices that emphasize skill development and/or output practices that set clear goals. With self-rule, maintaining perceived managerial support becomes harder. Without it, employees may hesitate to engage in innovative behaviors. While not needing constant supervision, employees do need to have the perception that their managers provide essential resources and motivation for their work. Originality/value: This paper is the first to highlight how the level of perceived managerial support (PMS) will differ due to the nature of the organizational practices and the type of innovation.