The evolution of worker autonomy in the modern and postmodern eras of business management Online publication date: Sat, 28-Jun-2014
by Nathaniel T. Edwards
International Journal of Economic Policy in Emerging Economies (IJEPEE), Vol. 6, No. 2, 2013
Abstract: The relation between worker autonomy, transformational leadership, and cultural intelligence has rapidly increased in importance in recent years (e.g., Earley and Ang, 2003; Harris et al., 2004; Hofstede and Hofstede, 2005; Mead, 2005; Peterson, 2004). The ability to work effectively with members of an organisation from different cultural backgrounds has become indispensable in a growing number of organisations (Harris et al., 2004; Mead, 2005; Schmidt et al., 2007). The current trend towards transformational leadership, increasing worker autonomy, and cross-cultural adaptability is the latest stage of a continuous, historic process. The promotion of worker autonomy has developed into a significant element of management practices in the postmodern era of leadership (Drucker, 2006; Senge, 2006). An understanding of the evolution of worker autonomy may assist managers in predicting future trends in the structure and function of increasingly interdependent organisations in the global economy.
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