The influence of superleader behaviors on organization commitment, job satisfaction and organization self‐esteem in a self‐managed work team

Purpose – The purpose of this paper was to examine the impact of superleader behaviors in self‐managed work teams, on organization commitment, job satisfaction and organization self‐esteem. Design/methodology/approach – Data were collected on‐site over a period of three days from employees working in a non‐union paper mill located in a small rural community in the northwestern region of the USA. The survey was completed by 141 employees, representing a 9 per cent response rate. Self‐leadership, organization commitment, job satisfaction and organization self‐esteem were all measured using different instruments. Findings – The results indicated that teams groups that were led by a supervisor who exhibited the characteristics of a superleader had higher levels of organization commitment, job satisfaction, and organization self‐esteem. Research limitations/implications – The study is based on a small sample and relied on self‐report data, thereby allowing for the possibility of same source bias. However, this is a common problem with cross‐sectional designs. Practical implications – Leading in a self‐managed work team environment requires a unique approach to leadership. The results of this study illustrated that superleader behaviors result in some beneficial outcomes for organizations including enhanced levels of organization commitment, job satisfaction and organization self‐esteem. It behoves organizations to encourage, through training programs, the development of these behaviors.