In the current study I have suggested that need for closure--that is, individual differences in patience when working in a leaderless and unstructured work environment--is another potentially important individual difference factor for leadership emergence in autonomous work teams.
Hypothesis 4: Within autonomous work teams, the relationship between gender and social-normative motivation to lead will be moderated by culture in such a way that the gender difference in social-normative motivation to lead will be greater for those living in a collectivist culture than for those living in an individualistic culture.
The students were initially assigned to 40 leaderless autonomous work teams in the LDP class.
Leaderless autonomous work teams may be inefficient because of an unclear reward and responsibility structure for members and my findings show that an individual's impatience about disorder, ineffectiveness, and ambiguous status of responsibilities (high NFC) within a leaderless work environment may increase the individual's MTL.
This may mean that conflict between an emergent leader and other members can easily occur in autonomous work teams.