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1 – 10 of over 57000This paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the…
Abstract
Purpose
This paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.
Design/methodology/approach
Multilevel and multisource data were collected from 56 research and development (R&D) teams with 306 employees. Hypotheses were tested with multilevel path analysis.
Findings
The authors found that exchange ideology was negatively related to both perceived shared leadership and employee creativity, and perceived shared leadership mediated the relationship between exchange ideology and employee creativity. Moreover, we revealed that vertical moral leadership buffered the negative relationship between employee exchange ideology and perceived shared leadership and also the indirect effect of exchange ideology on employee creativity via perceived shared leadership.
Research limitations/implications
Organizations should select employees with a relatively weak exchange ideology when forming teams to conduct creative tasks. Moreover, team leaders should make great efforts to facilitate the development of shared leadership among team members while to be a moral leader.
Originality/value
This study extends creativity literature by investigating the effect of exchange ideology on employee creativity. It also sheds lights on leadership research by examining the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.
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Elisabeth Müller, Sandra Pintor and Jürgen Wegge
This paper aims to examine the effect of shared leadership on both quantity and quality of team performance, predicting that shared leadership enhances performance by affecting…
Abstract
Purpose
This paper aims to examine the effect of shared leadership on both quantity and quality of team performance, predicting that shared leadership enhances performance by affecting quantity (level of performance) as well as quality (team errors). In addition, this paper also investigates the role of perceived task complexity in moderating the effect of sharing leadership on team performance.
Design/methodology/approach
In total, 26 teams (N = 78) were asked to work on an interdependent team-task, where they engaged in a laboratory team decision-making exercise.
Findings
Results revealed that teams sharing leadership made fewer errors. They achieved higher levels of quality of performance. As predicted, this effect was stronger when team members perceived the task as highly complex, even though objective task difficulty was constant.
Research limitations/implications
This study extends current literature on shared leadership by documenting that sharing the lead in teams can also improve the quality of team performance and that perceived complexity of tasks is an important moderator of this effect.
Practical implications
Based on the findings, influencing perceptions of task complexity can be considered as an important strategy to stimulate shared leadership in teams.
Originality/value
Using social network approach, the authors showed that shared leadership is an important tool for preventing team errors and offer a new explanation for inconsistent findings from recent meta-analyses by showing that perceived task complexity moderates the effects of shared leadership. Additionally, this study offers an original team task for investigating shared leadership in teams.
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This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this…
Abstract
Purpose
This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this relationship.
Design/methodology/approach
Data was gathered from 26 teams of students from a major university in Germany who completed a laboratory team decision-making exercise.
Findings
The results suggest that teams sharing leadership showed better team performance and made fewer errors. They achieved higher levels of quality of performance. In addition, if the team members viewed the task as highly complex then the quality of their performance was increased.
Practical implications
Therefore for organizations to optimize team performance shared leadership should be promoted, the SNA should be used to develop interventions and training and influencing perceptions of task complexity should be considered as an important strategy to stimulate shared leadership in teams.
Originality/value
This paper has an original approach by testing for the first time how perceived task complexity moderates the relationship between shared leadership and team performance and by developing an original team task to investigate shared leadership.
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Robin Edelbroek, Pascale Peters and Robert J. Blomme
This study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion…
Abstract
Purpose
This study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion and idea realization) and how these are moderated by different forms of shared leadership (i.e. transactional, and transformational) as perceived by participants in the OI process.
Design/methodology/approach
The authors tested a set of hypotheses using moderated mediation PLS-SEM models on a bootstrapped sample of OI participants (N = 173).
Findings
The authors found a direct relationship between idea generation and realization, as well as indirectly through idea promotion. This study implies that the promotion of ideas by participants can be beneficial in inter-organizational OI teams, as promotion of ideas provides a linkage between the generation of ideas and the idea realization phase. However, while shared leadership has been shown to be beneficial in conventional teams, the authors found evidence that this may not be the case in inter-organizational OI teams. Higher levels of shared transformational leadership from colleagues with whom employees do not share the same organizational background may hamper the promotion of ideas.
Originality/value
In contrast to the mainstream view, the authors found significant evidence that transformational shared leadership negatively moderates the direct relationship between idea generation and the promotion of ideas and the indirect relationship between idea generation and realization via idea promotion.
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Sultan Serkan Cakiroglu, António Caetano and Patrícia Costa
The purpose of this study is to explore the military team members’ (mid-senior multinational officers’) perceptions of shared leadership and analyze the facilitation of shared…
Abstract
Purpose
The purpose of this study is to explore the military team members’ (mid-senior multinational officers’) perceptions of shared leadership and analyze the facilitation of shared leadership in military teams.
Design/methodology/approach
The sample size was 20 interviewees that participants must hold leadership positions at the mid-senior management level and from NATO member countries. To analyze the data, the authors used Gioia’s thematic analysis methodology (Gioia et al., 2013) and manual coding rather than computer usage for the analysis, due to the small data pool and their proficiency in literature.
Findings
Complexity and the new information era force military organizations toward the change and that with shared leadership they can even change the organization’s culture. The final framework highlights five main dimensions that emerged from mid-multinational military officers’ experience: driving forces of change, triggers to shared leadership, specific cases shared leadership, operational team environment and operational team characteristics. Results of the study supported that driving forces of change comprised the primary factor affecting shared leadership in military project teams.
Practical implications
The Headquarter environment (strategic and operational planning) and planning were critical factors for the successful implementation and development of shared leadership in military project teams. Thus, military organizations could easily implement the shared leadership approach in the military research teams and planning teams.
Originality/value
The authors present a framework of leadership change context for military teams, which depicts how shared leadership could be implemented differently in military teams.
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Michael Shane Wood and Dail Fields
The purpose of this study is to explore the extent to which working in a management team in which leadership functions are shared impacts the role clarity, job overload, stress…
Abstract
Purpose
The purpose of this study is to explore the extent to which working in a management team in which leadership functions are shared impacts the role clarity, job overload, stress and job satisfaction of team members. It also aims to explore the moderating influence of organizational encouragement for team work.
Design/methodology/approach
The study uses data obtained from 200 top management team members working in Christian church organizations in the USA. Structural equation modeling was used to examine the relationship of shared leadership with the role conflict, role ambiguity, job stress, and job satisfaction of the management team members. These relationships were also evaluated for team members in organizations with both higher and lower levels of encouragement for team work.
Findings
A model in which role conflict and ambiguity mediate the relationship between shared leadership and job stress and job satisfaction provides the best fit with the data. Shared leadership within a management team was negatively related to team member role overload, role conflict, role ambiguity and job stress. Shared team leadership was positively related to job satisfaction of team members. The relationship of shared leadership with team member job outcomes is stronger in organizations with lower levels of encouragement for teamwork.
Research limitations/implications
A practical implication of these results for leaders of management teams is that sharing some leadership roles and responsibilities within their teams with other members may have positive effects for the effectiveness of the team as well as the satisfaction of the team members. The generalizability of the results may be limited by the team size studied and the tendency of church pastors to be pre‐disposed to helping their management team members.
Originality/value
This is one of the few studies that have examined the effects of shared leadership within management teams on team members. Although shared leadership within teams may increase job demands on members and require team members to take on new roles, it seems to have positive effects on team member perceptions of their jobs. In addition, the extent to which an organization encourages teamwork makes a difference in the relationship of shared leadership with team member jobs.
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Qiong Wu, Qiwei Zhou and Kathryn Cormican
Shared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious…
Abstract
Purpose
Shared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership.
Design/methodology/approach
A multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries.
Findings
The findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent.
Practical implications
These findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects.
Originality/value
This study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.
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Xueqing Gan, Jianyao Jia, Yun Le and Yi Hu
Infrastructure projects are pivotal for regional economic development, but also face low project effectiveness. Leadership is always regarded as a key enabler for project team…
Abstract
Purpose
Infrastructure projects are pivotal for regional economic development, but also face low project effectiveness. Leadership is always regarded as a key enabler for project team effectiveness, including vertical leadership and team-level leadership. The purpose of this paper is to examine how vertical leadership facilitates shared leadership in infrastructure project teams.
Design/methodology/approach
This paper develops the conceptual model based on the literature review. Then the questionnaire survey was conducted. The empirical data obtained from 117 infrastructure project teams in China were analyzed by partial least squares structural equation modeling (PLS-SEM) for validating the proposed model. Finally, the results were comparatively discussed to explain the dual-pathway between vertical leadership and shared leadership. And the practical implications were presented for the project managers in infrastructure project teams.
Findings
Drawing on social learning theory and social cognitive theory, the results show that both participative leadership and task-oriented leadership can facilitate shared leadership. Further, team atmosphere fully mediates the link between participative leadership and shared leadership. Team efficacy fully mediates the relation between task-oriented leadership and shared leadership. Also, role clarity has a negative moderating effect on the former path.
Originality/value
The study extends the knowledge of leadership theory in the construction field. Based on the proposed conceptual model and PLS-SEM results, this study unveils the black box between vertical leadership and shared leadership and contributes to the theory of leadership on how the impact of different vertical leadership on team process promotes shared leadership.
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Xi Zhong, Qiuping Peng and Tian Wang
Based on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.
Abstract
Purpose
Based on social dilemma theory, the authors analyze the impact of leader reward omission on employee knowledge sharing and the boundary conditions in their relationship.
Design/methodology/approach
This study tested the theoretical hypotheses based on empirical data obtained from 264 employees using a two-wave survey method.
Findings
The results indicate that leader reward omission significantly negatively affects employee knowledge sharing. An employee's proactive personality weakens the negative relationship between them; the weakening effects of an employee's proactive personality would decrease along with the perceived increase in organizational unfairness.
Originality/value
This study provides the first insight that leader reward omission can inhibit employee knowledge-sharing behavior. In addition, this study shows that an individual proactive personality and perceived organizational unfairness moderate the relationship between leader reward omission and employee knowledge behavior. Thus, this study provides a more comprehensive understanding of whether and when leader reward omission affects employee knowledge sharing.
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Jiangchi Zhang, Chaowu Xie, Jianying Wang, Alastair M. Morrison and J. Andres Coca-Stefaniak
The purpose of this paper is to examine the effect of hotel safety leadership on employee safety behavior during the COVID-19 pandemic, and the mediation role of belief…
Abstract
Purpose
The purpose of this paper is to examine the effect of hotel safety leadership on employee safety behavior during the COVID-19 pandemic, and the mediation role of belief restoration and the moderation role of perceived risk between safety leadership and behavior were also investigated.
Design/methodology/approach
The COVID-19 outbreak served as the background for a questionnaire survey of 23 hotels in China with 1,594 valid responses being received. The statistical analysis techniques used were exploratory and confirmatory factor analysis, correlation analysis, structural equation modeling and hierarchical regression.
Findings
The results showed that: hotel safety leadership positively affected employee safety behavior (compliance, participation and adaptation); belief restoration partially mediated the influence of safety leadership on safety behavior; and perceived risk negatively moderated the direct effect and the mediation effect of “safety leadership – belief restoration – safety behavior.”
Research limitations/implications
The main limitation was that the questionnaires were collected with the same measurement system within a certain period of time (cross-sectional design). Then, future research should test and expand this conceptual model in different crises, business fields, theoretical orientation and cultural backgrounds.
Practical implications
Hotels should develop management strategies based on safety leadership and motivate and promote employee safety behavior from the four aspects of safety coaching, care, motivation and control.
Originality/value
This investigation expanded the research on the effectiveness of safety leadership and especially with respect to safety in the hospitality industry during a major global crisis. Also, the research conceptual model and variables contained therein are original contributions to the hospitality research literature.
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