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Extreme Teaming
Type: Book
ISBN: 978-1-78635-449-5

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Article
Publication date: 29 July 2019

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…

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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.

Details

Human Resource Management International Digest , vol. 27 no. 5
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 7 October 2021

Muhammad Shahid Mehmood, Zhang Jian, Umair Akram, Zubair Akram and Yasir Tanveer

Creativity is vital for the innovation and survival of organizations. The present study aimed to explore the impact of entrepreneurial leadership on team creativity…

Abstract

Purpose

Creativity is vital for the innovation and survival of organizations. The present study aimed to explore the impact of entrepreneurial leadership on team creativity through team psychological safety and knowledge sharing. Social learning theory (SLT) was used to explore the relationships in this study.

Design/methodology/approach

Data were collected from the manufacturing sector of Pakistan, and a sample composed of 70 team leaders and 378 team members was used.

Findings

The results showed the positive influence of entrepreneurial leadership on team creativity. Furthermore, team psychological safety and knowledge sharing mediated the relationship between entrepreneurial leadership and team creativity. Finally, team psychological safety and knowledge sharing sequentially mediated the relationship between entrepreneurial leadership and team creativity.

Research limitations/implications

A small sample size and cross-sectional research design may hinder the generalizability of the findings. The findings suggest that leaders should practice entrepreneurial leadership principles to develop team creativity. Organizations should provide training and development programmes for their leaders and employees to learn the importance of entrepreneurial behaviors and how to explore and exploit entrepreneurial opportunities.

Originality/value

This study extends the leadership and creativity literature by exploring the role of entrepreneurial leadership in developing team creativity. Furthermore, this study was conducted in established organizations to explore entrepreneurial leadership's influence on team creativity. In contrast, earlier scholars recognized entrepreneurial leadership as a leadership style of entrepreneurs and thus examined its implications in new ventures or small and medium enterprises.

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Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 20 September 2021

Lei Xie, Soo Jeoung Han, Michael Beyerlein, Jiacheng Lu, Lillian Vukin and Rodney Boehm

This paper aims to conduct two studies to investigate shared leadership and team creativity (TC) in leaderless short-term project teams (STPTs).

Abstract

Purpose

This paper aims to conduct two studies to investigate shared leadership and team creativity (TC) in leaderless short-term project teams (STPTs).

Design/methodology/approach

To answer the research question, this paper used a multi-level mixed-methods design. This paper analyzed video recordings, transcripts of STPTs’ collaboration and self-report surveys from an international engineering competition. In Study 1, this paper attempted to connect relation-oriented shared leadership (ROSL) and task-oriented shared leadership (TOSL) with TC by coding video recordings. In Study 2, this paper further investigated the proposed positive relationship between shared leadership and TC by surveying a sample of 166 students in 51 teams.

Findings

In Study 1, this paper found that shared leadership covaries with TC following a similar behavioral pattern. In Study 2, multi-level structural equation modeling results suggested that both TOSL and ROSL are positively correlated with TC.

Originality/value

In this mixed-methods multi-level research, this paper found that when the team’s shared leadership increases, their TC activity becomes frequent. This paper confirmed the qualitative finding by quantitatively investigated the relationship between shared leadership and creativity at the team level.

Details

Team Performance Management: An International Journal, vol. 27 no. 7/8
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 5 July 2021

Noor Ul Hadi and Anum Chaudhary

To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team

Abstract

Purpose

To react quickly and to be flexible to respond to environmental uncertainty, working in teams is preferable. However, leadership must be decentralised for effective team performance. This paper aims to examine the impact of shared leadership on team performance through team reflexivity with task complexity.

Design/methodology/approach

To test the hypothesised relationships, a quantitative research design with purposive sampling technique was used. Data were gathered from employees working in teams. A total of 351 valid responses were analysed via SPSS PROCESS macro.

Findings

The findings signify that shared leadership positively impacts team reflexivity, which, in turn, has a significant impact on team performance. Results also revealed that team reflexivity strongly affects team performance in the presence of shared leadership and complex tasks.

Originality/value

Research related to effective team performance is scarce. Similarly, a review of a recently published article revealed that team reflexivity could work as a mediating mechanism in the relationship between shared leadership and effective team performance. Moreover, the concept of task complexity in the existing literature is scattered and needs to be integrated.

Details

Team Performance Management: An International Journal, vol. 27 no. 5/6
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 30 June 2021

Hongbo Liu, Suying Gao, Hui Xing, Long Xu, Yajie Wang and Qi Yu

The purpose of this study is to investigate the mechanism of shared leadership on team members’ innovative behavior.

Abstract

Purpose

The purpose of this study is to investigate the mechanism of shared leadership on team members’ innovative behavior.

Design/methodology/approach

Paired questionnaires were collected from 89 scientific research teams in the Beijing-Tianjin-Hebei region of China at two-time points with a time lag of 4 months. Then multilevel structural equation model method was applied to analyze the multiple mediating effects.

Findings

This study finds that: the form of shared leadership in scientific research teams of universities; shared leadership has a positive impact on team members’ innovative behavior; there are multiple mediations in the relationship including synchronization and sequence of creative self-efficacy and achievement motivation.

Originality/value

According to the “stimulus-organism-response” model, this paper has constructed a multi-level theoretical model that shared leadership influences individual innovation behavior and reveals the “black box” from the perspective of psychological mechanism. It not only verifies that “can-do” shapes “willing to do” but also makes up for the gap of an empirical test of the effectiveness of shared leadership in scientific research teams of universities. Besides, the formal scale of shared leadership in the Chinese situation is revised, which can provide a reference for future empirical research on shared leadership. The research conclusions provide new ideas for improving the management of scientific research teams in universities.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

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Book part
Publication date: 6 May 2004

Eduardo Salas, C.Shawn Burke, Jennifer E Fowlkes and Katherine A Wilson

Fostered by technological developments and globalization, culturally diverse teams are becoming a mainstay of organizational strategy. As the use of multi-cultural teams

Abstract

Fostered by technological developments and globalization, culturally diverse teams are becoming a mainstay of organizational strategy. As the use of multi-cultural teams continues to increase, it becomes paramount to understand the mechanism(s) by which leaders can promote effectiveness within these teams. Despite this need, there are numerous challenges facing those who seek to understand these phenomena and move science and practice forward. The purpose of this chapter is to present a few of these challenges and approaches which can assist in mitigating these challenges. Finally, we identify what we see as key research needs within this area.

Details

Cultural Ergonomics
Type: Book
ISBN: 978-0-76231-049-4

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Book part
Publication date: 16 July 2018

Christopher H. Thomas, Foster Roberts, Milorad M. Novicevic, Anthony P. Ammeter and Dragan Loncar

In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are…

Abstract

In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by their dynamic composition, requires consideration of issues that may not be as pertinent for stable teams. In particular, we focus on the concept of familiarity. Composing and leading teams with members exhibiting varying degrees of familiarity with one another creates obstacles to effective and efficient functioning and may ultimately lead to poor performance. With this in mind, leaders must pay particular attention to issues of coordination, and composition such that a broad range of generalizable teamwork skills exists within the team. Within this chapter, we explain the concepts of fluid teams, team leadership within fluid teams, and other relevant concepts related to the formation of familiarity. Next, we thoroughly review extant empirical and theoretical research within these areas. We identify areas of correspondence among the various concepts and findings of the reviewed studies and generate an integrated model of fluid team leadership. To conclude, we highlight the distinct HRM implications associated with the use, and leadership, of fluid teams.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78756-322-3

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Article
Publication date: 11 June 2021

Qinxuan Gu, Dongqing Hu and Paul Hempel

Drawing on the motivated information processing in groups (MIP-G) model, the purpose of this paper is to explore the relationship between team reward interdependence and…

Abstract

Purpose

Drawing on the motivated information processing in groups (MIP-G) model, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as a mediator and team average job-based psychological ownership as a moderator.

Design/methodology/approach

Data were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.

Findings

Team reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.

Research limitations/implications

The shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team incentives and by examining the moderating role of team average job-based psychological ownership.

Practical implications

Organizations and managers should pay attention to team pay system design and be aware of the importance of employees’ psychological ownership toward their jobs in promoting shared leadership in teams.

Originality/value

This study sheds light on the antecedents of shared leadership from motivated information processing perspective and examines antecedent boundary conditions through the moderating role of team average job-based psychological ownership.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

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Book part
Publication date: 4 August 2017

C. Shawn Burke, Eleni Georganta and Claudia Hernandez

Our aim is to catalog how the functional behaviors that leaders engage in should change over time based on the needs of the team – thereby presenting a functional view of…

Abstract

Purpose

Our aim is to catalog how the functional behaviors that leaders engage in should change over time based on the needs of the team – thereby presenting a functional view of team leadership over time.

Methodology/approach

A critical review of the literature on team leadership, team development, and teams was conducted. This information was critically analyzed and integrated to produce a framework serving to depict how team needs change over time, and based on this, highlight the leadership behaviors which should be most critical at particular points in time. Based on the limited amount of literature that explicitly focused on team leadership over time, a series of propositions which flow from the framework are also put forth.

Findings

Great strides have been made in understanding team leadership; however, little work was uncovered that directly focused on how leadership dynamics change over time within the context of the team. Leveraging the limited work that existed, we developed a framework (and propositions) that serves to delineate how team leadership functions change over time. In doing so, we have integrated work delineating leadership functions within transition and action phases of team task cycles along with that highlighting how the role of the leader may vary based on team developmental needs.

Originality/Value

The originality of this chapter lies in its using a functional approach to leadership to argue how the efficacy of particular leadership functions change over time based on team task cycles and development needs. This, in turn, can be used to focus training efforts.

Details

Team Dynamics Over Time
Type: Book
ISBN: 978-1-78635-403-7

Keywords

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