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21 – 30 of over 72000Xueqing 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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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 team…
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 leadership–team 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 leadership–team performance relationship.
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Christina Mayer, Thushayanthini Sivatheerthan, Susanne Mütze-Niewöhner and Verena Nitsch
Virtual collaboration in teams becomes increasingly popular at work. With the advantages of working in virtual teams come leadership challenges for which the shared leadership…
Abstract
Purpose
Virtual collaboration in teams becomes increasingly popular at work. With the advantages of working in virtual teams come leadership challenges for which the shared leadership theory is discussed as a potential solution. While previous empirical studies investigating shared leadership in virtual teams generally confirm positive effects on team outcomes, this study aims to investigate in detail the leadership behaviors that are typically shared in these settings and how these shared leadership behaviors affect individual level outcomes.
Design/methodology/approach
Individuals from different teams participated in a questionnaire study (n = 411). Structural equation modeling was used to assess the effects of shared task- and relations-oriented leadership behaviors on team member’s subjectively perceived productivity and satisfaction with leadership.
Findings
Results indicate that shared task-oriented leadership behaviors have a significant positive effect on subjectively perceived productivity and satisfaction with leadership, while relations-oriented leadership behaviors have a significant negative effect. A hypothesis stipulating a moderating effect of task interdependence was not confirmed.
Practical implications
Practical implications include that in virtual teams with hierarchical organizational structures, it may be recommended that task-oriented leadership behaviors are shared among team members, whereas relations-oriented leadership behaviors should remain the responsibility of the official leader.
Originality/value
The findings complement previous research with new insights on behavioral dimensions of shared leadership and their effects on outcomes on the level of the individual.
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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.
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The purpose of this study is to sort out the potential dark sides of shared leadership so as to promote a more comprehensive and balanced views of the impact of shared leadership…
Abstract
Purpose
The purpose of this study is to sort out the potential dark sides of shared leadership so as to promote a more comprehensive and balanced views of the impact of shared leadership and provide directions for future research.
Design/methodology/approach
Through extensive database and manual searches, 766 literature records were obtained. After three rounds of literature screening, 17 studies were retained. On this basis, the 17 studies were coded and analyzed.
Findings
From the perspectives of individual motivation, hierarchical functionalism and leadership role configuration, the existing studies have explored the negative impacts of shared leadership on team members, formal team leaders and the overall work teams. Specifically, for team members, shared leadership may cause negative consequences like power struggle, role stress and knowledge hiding. For formal team leaders, shared leadership may cause negative consequences like psychological territorial loss, leadership motivation declines and the dualistic paradox of self and group. For the overall work teams, shared leadership may cause negative consequences like team performance inhibition, low decision-making efficiency, team responsibility dispersion and team creativity decline. Meanwhile, contextual factors play a key role in determining the effects of shared leadership.
Originality/value
Through a systematic review of the negative impact of shared leadership, this study responds to the research calls for exploring the dark sides of shared leadership, provides the academic community with a more comprehensive and balanced view of the impact of shared leadership and identifies several directions for future research.
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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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Maj S. Fausing, Hans Jeppe Jeppesen, Thomas S. Jønsson, Joshua Lewandowski and Michelle C. Bligh
Previous studies show that sharing leadership in teams offers potential performance benefits across various contexts. This paper aims to investigate moderators of the…
Abstract
Purpose
Previous studies show that sharing leadership in teams offers potential performance benefits across various contexts. This paper aims to investigate moderators of the effectiveness of shared leadership. In particular, it seeks to explore the moderating effects of team work function – manufacturing versus knowledge team work – and team autonomy.
Design/methodology/approach
In order to test the hypotheses, the authors conducted hierarchical regression analyses and ran moderated two‐way regression analyses using a field sample of 552 employees comprising 81 teams in a Danish manufacturing company.
Findings
Contrary to expectations, the results demonstrated a non‐significant relationship between shared leadership and team performance. However, as expected, work function significantly moderated this relationship such that shared leadership exhibited a negative relationship with manufacturing team performance and a positive relationship with knowledge team performance. Moreover, team autonomy was positively related to performance, and it significantly moderated the relationship between shared leadership and team performance.
Research limitations/implications
The study provides a potentially useful framework for understanding boundary conditions for the effectiveness of shared leadership. However, since the design of the study is cross‐sectional, direct causation cannot be inferred. Moreover, the study took place within a single organization in a Danish context and, therefore, care must be taken in generalizing the findings without additional evidence from further research.
Originality/value
To the authors' knowledge, the study is the first to obtain evidence which indicates that the success of shared leadership may depend on the team work function and the level of team autonomy.
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Kasim Randeree and Mathews Ninan
The purpose of this paper is to examine the effectiveness of leadership and team processes in information technology (IT) projects in business environments. The paper…
Abstract
Purpose
The purpose of this paper is to examine the effectiveness of leadership and team processes in information technology (IT) projects in business environments. The paper contextualizes the study in the United Arab Emirates (UAE).
Design/methodology/approach
The paper addresses two central questions: what is the level of IT project team effectiveness in the UAE context? What is the maturity level of leadership in IT project management in the UAE? A tailored instrument, based on Cohen and Bailey's team effectiveness evaluation model, was used in this study of 42 project teams in the UAE across various sectors.
Findings
The findings demonstrate that IT projects in the UAE demonstrate a maturity level that is transactional, with task‐focused teams and people‐oriented leadership styles.
Research limitations/implications
The implications of the paper can facilitate broader contextualized research on leadership and IT project team effectiveness, with particular emphasis on developing economies. This is important in addressing the issue of high failure rates in IT projects in general.
Practical implications
Understanding the role of leadership and its responsibility in facilitating teams in technical and high failure environments can impact on productivity and success rates in future projects.
Originality/value
This paper is unique in providing collated opinion about constructs within IT project team processes and leadership effectiveness in the context of businesses in developing economies. The use of a maturity structure addressing leadership, trust, teams and cohesion is distinctive.
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More studies are beginning to support the role of distributed, as opposed to solo, leadership in team performance, but distributed leadership (DL) has not always been linked to…
Abstract
Purpose
More studies are beginning to support the role of distributed, as opposed to solo, leadership in team performance, but distributed leadership (DL) has not always been linked to higher performance. It may need to be co‐ordinated, rather than misaligned or fragmented, and may be most effective in teams performing interdependent tasks. DL has not often been linked to team information processing, however; viewing leadership as involving information management, it is proposed that DL may be linked to higher levels of information exchange and information integration, of both shared and unshared information. A series of research propositions are then developed with the purpose of exploring further the role of DL in team decision making, especially in terms of information exchange and information integration processes in Chinese and Western groups.
Design/methodology/approach
The paper derives a number of research propositions from the literature on DL and information processing and applies them to decision making by Chinese and Western teams.
Findings
The paper presents a series of propositions on the factors affecting the effectiveness of DL and possible differences between Chinese and Western teams.
Originality/value
The paper presents a series of propositions about DL and relates the literature on DL to the literature on information processing in an original way.
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Shmuel Stashevsky and Meni Koslowsky
To examine leadership style (transactional versus transformational), knowledge level, and team cohesiveness as antecedents of team performance.
Abstract
Purpose
To examine leadership style (transactional versus transformational), knowledge level, and team cohesiveness as antecedents of team performance.
Design/methodology/approach
The study was conducted among students studying for an MBA. The 252 participant students were involved in a computerized business simulation course which required forming teams of about six members. Each team represented the management of one firm that competed with the other groups.
Findings
Transformational leadership was associated with a higher level of team cohesiveness, as compared to transactional leadership. Both knowledge level and team cohesiveness predict team performance, particularly among men.
Research limitations/implications
The student sample may not necessarily represent responses from workers in an actual organization. From a measurement perspective, the reliability of the one item scale of leadership could not be ascertained.
Practical implications
For improving team performance, a manager should enhance team knowledge and encourage greater team cohesiveness.
Originality/value
Using a simulated research design, leadership style, an antecedent associated with individual performance, was also found to be related to team performance.
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