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Article
Publication date: 1 March 2024

Marya Tabassum, Muhammad Mustafa Raziq and Naukhez Sarwar

Agile project teams are self-managing and self-organizing teams, and these two characteristics are pivotal attributes of emergent leadership. Emergent leadership is thus common in…

Abstract

Purpose

Agile project teams are self-managing and self-organizing teams, and these two characteristics are pivotal attributes of emergent leadership. Emergent leadership is thus common in agile teams – however, how these (informal) emergent leaders can be identified in teams remains far from understood. The purpose of this research is to uncover techniques that enable top management to identify emergent agile leaders.

Methodology/design

We approached six agile teams from four organizations. We employ social network analysis (SNA) and aggregation approaches to identify emergent agile leaders.

Design/methodology/approach

We approached six agile teams from four organizations. We employ SNA and aggregation approaches to identify emergent agile leaders.

Findings

Seven emergent leaders are identified using the SNA and aggregation approaches. The same leaders are also identified using the KeyPlayer algorithms. One emergent leader is identified from each of the five teams, for a total of five emergent leaders from the five teams. However, two emergent leaders are identified for the remaining sixth team.

Originality/value

Emergent leadership is a relatively new phenomenon where leaders emerge from within teams without having a formal leadership assigned role. A challenge remains as to how such leaders can be identified without any formal leadership status. We contribute by showing how network analysis and aggregation approaches are suitable for the identification of emergent leadership talent within teams. In addition, we help advance leadership research by describing the network behaviors of emergent leaders and offering a way forward to identify more than one emergent leader in a team. We also show some limitations of the approaches used and offer some useful insights.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

Open Access
Article
Publication date: 19 January 2024

Fredrik Hillberg Jarl

The purpose of this study is to review literature on the relationship between leadership and workplace learning, to critically analyze and discuss findings and to suggest future…

Abstract

Purpose

The purpose of this study is to review literature on the relationship between leadership and workplace learning, to critically analyze and discuss findings and to suggest future research paths based on the synthesis.

Design/methodology/approach

This study applied a refined literature review process leading to a selection of 40 articles, which originated from 14 internationally acclaimed journals.

Findings

When explaining leadership influence regarding individual and team learning, the concepts of role modeling behavior, relational support and negotiation of meaning is significant. If leaders provide support, show exemplary behavior and negotiate individual arrangements with employees, workplace learning development is positively affected.

Research limitations/implications

Future studies should focus on empirical cases further illustrating how the leader–employee relationship is formed in practice, to further understand differences in leadership influence on employee workplace learning.

Practical implications

The gathered knowledge implicates that carefully designed leadership training programs and personalized work arrangements between leader and employees are beneficial for leader’s ability to influence employee workplace learning.

Originality/value

The reviewed studies were solely published in top management journals, which resulted in an original literature selection. This study also discusses implicit or articulated assumptions about the view of learning in the selected studies, offering additional understanding about the underlying learning views in leadership–workplace learning research.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 11 January 2024

Xiaolin Ge, Siyuan Liu, Qing Zhang, Haibo Yu, Xiaoyu Du, Shanghao Song and Yunsheng Shi

This study aims to investigate the predictive role of team personality composition in facilitating shared leadership through team member exchange (TMX), while also to examine the…

Abstract

Purpose

This study aims to investigate the predictive role of team personality composition in facilitating shared leadership through team member exchange (TMX), while also to examine the moderating effect of organizational culture.

Design/methodology/approach

The authors conducted a two-stage online survey and selected the customer service teams, claims teams and financial teams of 26 Chinese insurance companies as the research samples. The authors finally obtained validated questionnaires from 107 teams with 457 members. The hypothesized relationships were tested using SPSS 25.0 and Mplus.

Findings

The results indicate that both team relationship-oriented and task-oriented personality composition have significant positive effects on shared leadership with team-member exchange serving as a full mediator for both paths. As a boundary condition, organizational culture (i.e. including internal integration values and external adaptation values) has a moderating effect on the influence of TMX on shared leadership.

Originality/value

The study investigates the predictive role of team personality composition on shared leadership, which complements the empirical studies of shared leadership antecedents in the literature. Drawing on social exchange perspective, the authors find out that TMX serves as a mediator between team personality composition and shared leadership. The authors also identify the moderating effect of organizational culture on the emergence of shared leadership. The research emphasizes the contextual boundary condition in this process.

Details

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

Keywords

Article
Publication date: 4 December 2023

Jin Lu, Mohammad Falahat and Phaik Kin Cheah

This study aimed to develop an in-depth understanding of the outcomes of servant leadership at the team and organizational levels. It reviews the relationship between servant…

Abstract

Purpose

This study aimed to develop an in-depth understanding of the outcomes of servant leadership at the team and organizational levels. It reviews the relationship between servant leadership and its team- and organizational-level outcomes, and examines the mediation and moderation effect of the relationship. It further identifies the mechanism by which servant leadership is beneficial to the organization.

Design/methodology/approach

A systematic literature review is conducted, focused on 52 articles published between 2012 and 2022. Content analysis and descriptive analysis were used to respond to the research questions.

Findings

A new conceptual model was developed to better understand the outcomes, mediators and moderators of servant leadership at team and organization level.

Research limitations/implications

Future research should further explore outcomes of servant leadership at team and organizational levels and test how mediators affect the relationship between servant leadership and associated outcomes.

Practical implications

This study provides a framework for leaders on how servant leadership contributes to teams and organizations, and how a leader applies servant leadership.

Originality/value

This systematic review presents a new model that builds on existing research into servant leadership and its impact on team and organizational levels completed in the past decade. To date, there have been no reviews of servant leadership that focus only on outcomes at the team and organizational levels using a widely recognized database.

Details

Journal of Organizational Change Management, vol. 37 no. 2
Type: Research Article
ISSN: 0953-4814

Keywords

Book part
Publication date: 7 December 2023

Mikael Johnsson

It is suggested that, to be successful, innovation teams should be small and consist of people with key expertise who want to participate and develop new solutions within their…

Abstract

It is suggested that, to be successful, innovation teams should be small and consist of people with key expertise who want to participate and develop new solutions within their organisations. When it comes to conducting innovation work, I suggest shared leadership may be a factor influencing success. In this chapter, a theoretical framework is presented on the shared leadership of innovation teams. The key to establishing shared leadership in innovation teams is to plan for it as the team is created, not after the team has already been formed, as this may result in various problems in the intended innovation project. The proposed framework details key aspects to consider; some of which are related to external factors such as management and resources, and some to internal factors such as the team’s size, competencies, and their ability to develop norms and ways of working together. The proposed framework is applicable for managers, innovation leaders, and team members, and contributes to previous research on shared leadership and innovation leadership. Further research on the proposed framework is suggested.

Details

Innovation Leadership in Practice: How Leaders Turn Ideas into Value in a Changing World
Type: Book
ISBN: 978-1-83753-397-8

Keywords

Article
Publication date: 23 October 2023

Muhammad Aamir Khan, Khawaja Fawad Latif, Sehrish Shahid and Syed Asim Shah

This study seeks to examine the role of knowledge-oriented leadership in the health sector to achieve team outcomes in the Covid-19 context. Drawing from the leader–member…

Abstract

Purpose

This study seeks to examine the role of knowledge-oriented leadership in the health sector to achieve team outcomes in the Covid-19 context. Drawing from the leader–member exchange (LMX), social cognitive and social identity theory, the present study develops a model linking knowledge-oriented leadership and team performance through the underlying psychological mechanisms of team efficacy, team cohesion, team commitment and team collaboration.

Design/methodology/approach

Utilizing quantitative data methodology, data were obtained from the pharmaceutical employees (health sector) of Pakistan during the pandemic. The partial least squares structural equation modeling was used to test the hypotheses.

Findings

The findings support the hypothesis that knowledge-oriented leadership significantly influences team outcomes. The study also verified that team collaboration effectively mediates the relationship between knowledge-oriented leadership and team performance.

Originality/value

The study is unique in the sense that it explores the newly established leader behavior (knowledge-oriented leadership) in understanding team outcomes in the health sector. The study concludes by making significant implications to overcome the challenges raised by Covid-19 pandemic.

Details

Business Process Management Journal, vol. 30 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 17 October 2023

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.

Details

International Journal of Lean Six Sigma, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 22 June 2023

Jason Spedding, Paula Brough, Amy Jane Hawkes and Xi Wen Chan

Due to the proliferation of measures (and conceptualisations) employed to assess shared leadership behaviours, it is unclear to researchers and practitioners which specific team…

Abstract

Purpose

Due to the proliferation of measures (and conceptualisations) employed to assess shared leadership behaviours, it is unclear to researchers and practitioners which specific team behaviours should be encouraged and which measures should be included in research to enhance team effectiveness outcomes. To address this issue, this research tests 11 shared leadership scales to identify which measures and behaviours exhibit the strongest relationship with team effectiveness.

Design/methodology/approach

This research utilises survey methods (n = 328) to test the measurement of shared leadership using 11 previously validated scales. This novel approach uses structural equation modelling techniques (SEM) to compare and contrast multiple measures targeting a single underlying construct.

Findings

Across the 11 measures tested (drawn from three theoretical perspectives), no single scale demonstrated a superior ability to assess shared leadership (based on model-fit and effect size exhibited). Nevertheless, the results indicated that measures assessing shared transformational leadership were most highly related to team effectiveness; whilst the shared leadership density measure (using social network techniques) exhibited the weakest relationship.

Research limitations/implications

Limitations of this research include the use of a student sample (although participants were screened based on their current employment in a team environment), and the individual assessment of shared leadership rather than team assessment. These findings indicate that shared transformational leadership behaviours are highly related to perceptions of team effectiveness. It is recommended future research define and delineate between constructs of interest, including general forms shared leadership (i.e. shared leadership broadly defined) and more specific forms of shared leadership (e.g. shared transformational leadership [narrowly defined]).

Practical implications

It is recommended that interventions and/or training designed to enhance team shared leadership outcomes should specifically target shared transformational leadership behaviours; especially when aiming to increase beneficial team outcomes such as effectiveness or potency.

Originality/value

This research is novel in both advancing our understanding of the shared leadership behaviours needed to enhance team effectiveness; and in methodological approaches comparing and contrasting multiple measures of a single latent construct.

Details

Leadership & Organization Development Journal, vol. 44 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 1 August 2023

Matteo Cristofaro, Christopher P. Neck, Pier Luigi Giardino and Christopher B. Neck

This study aims to investigate the relationship between shared leadership (SL) and decision quality, utilizing shared leadership theory (SLT) and behavioral decision theory (BDT)…

Abstract

Purpose

This study aims to investigate the relationship between shared leadership (SL) and decision quality, utilizing shared leadership theory (SLT) and behavioral decision theory (BDT). The authors will explore the mediating role of “decision comprehensiveness” in the SL–decision quality linkage. Additionally, the authors will examine how individual “self-leadership” and “debate” among team members moderate the relationship between SL and decision comprehensiveness.

Design/methodology/approach

The authors tested the hypothesized moderated mediation model using a sample of 506 professionals employed in 112 research and development (R&D) teams, along with their direct managers from large Italian firms. To examine the relationships, the authors employed confirmatory factor analyses and path analyses. In order to address endogeneity concerns, the authors incorporated an instrumental variable, namely delegation, into the analysis.

Findings

SL positively influences decision quality, mediated by decision comprehensiveness, where teams include comprehensive information in decision-making. The level of debate among team members positively moderates the SL–decision comprehensiveness relationship. High levels of self-leadership can harm SL by reducing decision comprehensiveness, indicating a downside. However, low or moderate levels of self-leadership do not harm decision comprehensiveness and can even benefit SL.

Originality/value

This is the first work to investigate the relationship between SL and decision quality, shedding light on the mechanisms underlying this association. By integrating SLT and BDT, the authors provide insights into how managers can make higher-quality decisions within self-leading teams. Moreover, this research makes a distinct contribution to the field of self-leadership by delineating its boundaries and identifying a potentially negative aspect within the self-influence process.

Article
Publication date: 7 July 2023

Ahmad Nabeel Siddiquei, Hassan Imam and Fahad Asmi

Temporal leadership is a new construct that predicts team outcomes. This study examines the mediating role of shared temporal cognitions and the moderating role of time pressure…

Abstract

Purpose

Temporal leadership is a new construct that predicts team outcomes. This study examines the mediating role of shared temporal cognitions and the moderating role of time pressure in the relationship between temporal leadership and project success within sustainable construction projects.

Design/methodology/approach

The multi-source and multi-wave data were collected via self-administered questionnaires from teams working on sustainable construction projects. The direct and mediating hypotheses were tested using multi-level structural equation modelling, while moderated mediation hypotheses were examined by applying the bootstrap method using SPSS Process Macro.

Findings

The results showed that temporal leadership enables project success via shared temporal cognitions. Temporal leadership is most beneficial for facilitating project success via shared temporal cognitions when teams experience high time pressure.

Originality/value

This is the first study examining shared temporal cognitions as a mediator of the relationship between temporal leadership and project success. Also, this is the first study that considered time pressure as a boundary condition that influences the relationships between temporal leadership, shared temporal cognitions and project success within sustainable construction projects. The study provides valuable advice to project managers and project-based construction organizations about using and managing time within projects.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

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