Self-management competencies in self-managing teams: Their impact on multi-team system productivity

John P. Millikin, Peter Hom, Charles C. Manz

Research output: Contribution to journalArticlepeer-review

50 Scopus citations


This research examined how composition of individual capabilities within self-managed teams translates into greater effectiveness for multi-team systems (MTS) in which teams are embedded. We investigated how a broad range of self-management competencies by team members aggregate to form a collective construct that influences productivity of a team network. In a semiconductor plant, we surveyed 716 members from 97 self-managed teams in 21 MTS. We found that MTS comprising teams whose members widely practice self-management strategies attain higher productivity gains and that multi-team systems consisting of highly cohesive teams of self-managers are the most productive.

Original languageEnglish (US)
Pages (from-to)687-702
Number of pages16
JournalLeadership Quarterly
Issue number5
StatePublished - Oct 2010


  • Empowered teams
  • Multi-team systems
  • Self-management

ASJC Scopus subject areas

  • Business and International Management
  • Sociology and Political Science
  • Applied Psychology
  • Organizational Behavior and Human Resource Management


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