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Abstract

Details

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

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

Keywords

Article
Publication date: 20 July 2022

Wei Chen, Jun-Hui Zhang and Yi-Lin Zhang

The purpose of this study is to reveal a sequential mediating process of the impact of shared leadership on team performance by studying the sequential mediating effect of…

Abstract

Purpose

The purpose of this study is to reveal a sequential mediating process of the impact of shared leadership on team performance by studying the sequential mediating effect of team trust and team learning behavior.

Design/methodology/approach

This study develops and examines a sequential mediation model using the meta-analytic structural equation modeling (MASEM) method. The sample adopted consists of 347 independent effect sizes extracted from 280 empirical papers (288 independent studies, N = 21,888 groups).

Findings

The results indicate that team trust and team learning behavior play a sequential mediating effect in the shared leadershipteam performance relationship.

Practical implications

The findings suggest that practitioners should share leadership functions and responsibilities among talented team members. Furthermore, practitioners should strengthen the emotional interaction among team members and give positive feedback to the team's intensive learning behaviors.

Originality/value

By identifying the sequential mediating effect of team trust and team learning behavior, this study not only advances the understandings of a comprehensive mediating process through which shared leadership enhances team performance, but also offers new insights into the interrelationship of different types of mediating mechanisms (i.e. team emergent state and team process) in the shared leadershipteam performance relationship.

Details

Journal of Managerial Psychology, vol. 37 no. 7
Type: Research Article
ISSN: 0268-3946

Keywords

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

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

Keywords

Article
Publication date: 9 August 2022

Yuta Arii

This study explores the perceptions of the leadership team on knowledge creation in lesson study (LS) using P. Gronn's concept of hybrid leadership.

Abstract

Purpose

This study explores the perceptions of the leadership team on knowledge creation in lesson study (LS) using P. Gronn's concept of hybrid leadership.

Design/methodology/approach

This study included teachers from a public elementary school in Japan that has been engaged in autonomous LS for several years. Teachers (n = 8) from the leadership team of the LS practice for four years (2016–2019) were interviewed for the study.

Findings

The findings are threefold. First, teachers in the leadership team most often referred to teachers' leadership practices as occurring in the phases of externalisation and combination, which are the important phases in the organisational knowledge creation process. Second, in the context of LS, the study found that teachers in the leadership team used three approaches to take the lead in knowledge creation, approaching the individual and the groups using tools. Third, using the concept of hybrid leadership helped detail the complexity of the leadership practices performed by the leadership team in LS.

Originality/value

This study focusses on teachers in the leadership team in LS, which has been an overlooked topic in this field of research. In many Japanese schools where LS has been practiced for many years, leadership teams have been set up with certain expectations. The findings of this study highlight certain leadership team practices that will contribute to the development of a sustainable LS.

Details

International Journal for Lesson & Learning Studies, vol. 11 no. 3
Type: Research Article
ISSN: 2046-8253

Keywords

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

Book part
Publication date: 18 November 2019

Gouri Mohan and Yih-teen Lee

Collective global leadership requires team members to attempt to influence as well as accept influence from each other across multiple cultural, linguistic, and national…

Abstract

Collective global leadership requires team members to attempt to influence as well as accept influence from each other across multiple cultural, linguistic, and national boundaries, which is affected by the extent to which team members perceive the team as being safe for interpersonal risk-taking or the level of psychological safety in the team. The higher levels of collective leadership can, in turn, enhance the perceived psychological safety, and thereby create more positive outcomes for the team. This reciprocal relationship may be influenced by changes in team dynamics across the different stages of a team lifecycle. Using an inductive longitudinal study of 76 teams for nine months, we uncover the time-variant mutually reinforcing relationship between collective global leadership and team psychological safety. Our results show that the strength of this reciprocal relationship varies such that it is absent in the initial stage, becomes prominent in the middle stage, and then remains present, yet somewhat weakened, in the final stage of the team lifecycle. Our results also show that the initial collective leadership patterns in the team positively affect final leadership patterns, and this relationship is mediated by the team’s psychological safety in the middle stage of the team lifecycle. We discuss implications of this study on the theory and practice of global leadership and multinational teams.

Book part
Publication date: 24 July 2020

Francis J. Yammarino, Minyoung Cheong, Jayoung Kim and Chou-Yu Tsai

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,”…

Abstract

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

Keywords

Book part
Publication date: 9 August 2016

Minna Paunova and Yih-Teen Lee

Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed…

Abstract

Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed multicultural teams using an input-process-output model. Building on a study of nationally and culturally diverse self-managed teams, our work demonstrates that collective global leadership in these teams is critical for team performance (output). Our study also examines some of the affective or attitudinal antecedents of collective global leadership in self-managed multicultural teams (process) and their members’ goal orientations (input). Our findings suggest that a team learning orientation may greatly help multicultural teams overcome the liability of cultural diversity, create a positive intra-team environment, and enable collective global leadership. Our research also suggests that team performance orientation moderates the above effects.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78635-138-8

Keywords

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