The relationship between self-leadership behaviors and organizational variables in a self-managed work team environment

This study examined the relationships between self- leadership behaviors (as described by Manz & Sims, 1990) and selected organizational variables in self-managed work groups in a paper mill in the northwestern part of the United States (US). Based on a sample of 141 employees, the results indicated that in general, supervisors who are seen as trusting, encouraging innovative behaviors, and give feedback, contribute to the development of Self-leadership behaviors of rehearsal, self-goal-setting, self-criticism, self-reinforcement, self-expectation and self-observation. In addition, providing team training, fostering communication within the group, and allowing the group members to make work-related decisions also enhances the movement toward self-management

Antecedents of work-family conflict among dual-career couples: An Australian study

Over the past three decades, Western industrialised nations have witnessed major changes in their labour force characteristics. Of particular importance has been the steady increase of women in the workforce, due not only to economic necessity, but also to their needs for personal development and financial independence, similar to those of men. Women increasingly expect to combine a paid job with motherhood, and dual-earner households have become more prevalent. As a result, few families now fit the traditional mould of the man as sole breadwinner and the woman as housekeeper and primary care-giver