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 results of the current study provide useful insights about leadership emergence in autonomous work teams. Previous researchers have not considered NFC as an antecedent for leadership motivation and my results showed that NFC can be an important precursor for motivation to lead an autonomous work team.
This may mean that conflict between an emergent leader and other members can easily occur in autonomous work teams.
Because of this social and cultural difference, men are more likely to emerge as the leaders of autonomous work teams in collectivist culture but both men and women have a similar possibility of becoming a leader in an individualist culture.
By contrast, cross-functional or autonomous work teams may be distinct structures in an organizational system, are largely self-managing, and may make traditionally management decisions as far-reaching as deciding on work methods, scheduling, hiring, and pay adjustments.
Unions argued that when an organization created autonomous work teams and allowed them to meet, discuss, and make recommendations on issues relating to wages, hours, and working conditions, the company was providing illegal financial support and control of a "labor organization" as defined under Section 8(a) (2) of the Wagner Act.