摘要:Although research has indicated that self-managing teams can help organizations improve their performance, middle managers instructed to facilitate the introduction of these teams sometimes resist the change effort. One of the key reasons why these managers resist the introduction of self-managing teams is confusion surrounding the role of the manager after the teams have been empowered. This confusion stems from the fact that the manager has responsibility for a team that is expected, to a large degree, to lead itself. Since resistance by middle managers is one of the main factors resulting in self-managed team failures, it is important to learn more about the reasons why these managers support or resist the team initiative. This paper looks at the impact of uncertainty and intraorganizational relationships on middle managers' decision to support or resist the introduction of self-managing teams. It also suggests ways in which organizations might work with managers to help them develop greater openness and support for this team innovation