Shared Leadership

2021 ◽  
Vol 12 (3) ◽  
pp. 50-63
Author(s):  
Qiong Wu ◽  
Kathryn Cormican ◽  
Suzana Sampaio
Keyword(s):  
Information Systems ◽  
Shared Leadership ◽  
Positive Relationship ◽  
Project Success ◽  
Task Interdependence ◽  
Project Teams ◽  
Team Process ◽  
Team Members ◽  
Project Complexity ◽  
Supportive Culture

Shared leadership refers to an emergent, collective team process where leadership is distributed among and stems from team members, rather than a single designated leader. While shared leadership has gained considerable attention in the literature in recent years, it has received little attention in information systems (IS) project teams. In this study, a theoretical moderation framework in IS project teams that portrays the positive relationship between shared leadership and IS project success is presented. Moreover, project-centered moderators (i.e., project complexity and project task interdependence) and team-centered moderators (i.e., team autonomy and team supportive culture) have been proposed to influence the shared leadership-IS project success relationship. This study proposes that this relationship is stronger when projects are more complex and more interdependent, and when teams have a higher level of autonomy and supportive culture.

HRIS Project Teams Skills and Knowledge

2009 ◽  
pp. 135-152
Author(s):  
Hazel Williams ◽  
Carole Tansley ◽  
Carley Foster
Keyword(s):  
Human Capital ◽  
Information Systems ◽  
Frame Of Reference ◽  
Project Teams ◽  
Team Members ◽  
Knowledge And Skills ◽  
Hybrid Knowledge ◽  
It Personnel ◽  
Global Project ◽  
National Organisation

Global, enterprise-wide, information systems (GEIS) projects are often delayed with budget over-runs often due to a lack of understanding of the key roles required on the project. The “hybrid” knowledge and skills requirement of functional GEIS teams, typically composed of both IT personnel and representatives from the departments where the system is going to be used, are generally not acknowledged and understood. This chapter presents the findings of a study conducted with project teams working in a multi-national organisation implementing and maintaining the HR “pillar” of an SAP GEIS located in four countries. The main purpose of that study was the identification of HRIS skills and knowledge in the key roles on the global project and make suggestions for development of project team members. Using a human capital frame of reference, we provide a guiding framework which can be used as a sensemaking tool by those responsible for managing people working in hybrid roles on such projects.

Shared Leadership in Teams

2010 ◽  
Vol 9 (4) ◽  
pp. 203-211 ◽  
Author(s):  
Erika Engel Small ◽  
Joan R. Rentsch
Keyword(s):  
Social Network ◽  
Network Analysis ◽  
Team Performance ◽  
Shared Leadership ◽  
Operational Definition ◽  
Longitudinal Analyses ◽  
Team Process ◽  
Team Members ◽  
Conceptual Definition ◽  
Over Time

Shared leadership is an emergent team process defined by the distribution of leadership functions among multiple team members. Past empirical research on shared leadership has operationalized it as the overall quantity of leadership in the team, neglecting the essence of the conceptual definition – the distribution of leadership. In order to align the conceptual definition with an operational one, we examined shared leadership as network centralization using social network analysis. Using this operational definition, shared leadership was positively related to team performance. Additionally, longitudinal analyses revealed that shared leadership increased over time and was differentially related to antecedents of trust and team collectivism.

Information systems project team members: factors for high performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Design Management ◽  
Content Type ◽  
Team Members ◽  
The Individual

PurposeThe main aim of this study is to contribute to the discussion on the factors that can influence the high performance of information systems (IS) project team members, from the individual perspective. This study also allows both IS project team members and their managers to have a thorough picture of high-performing project teams, helping them improve team design, management and performance in today's demanding business environment.Design/methodology/approachTo address the research questions, the authors carried out an exploratory case study of a small-sized holding company and a qualitative analysis of the data.FindingsResults show a set of perceived factors that can influence (facilitate/hinder) the high performance of IS project team members. “Proper reward systems” was the most mentioned facilitating factor. “Negative affectivity” and “Lack of competence” were the two most referred as hindering factors. Most of the perceived factors are classified in the literature as non-technical.Originality/valueBesides being among the very few empirical studies consolidating knowledge on the high performance of IS project team members, this paper extends the authors' previous research (done at the team level) to the individual team member level (as opposed to the team or organizational levels). In spite of IS being a highly technical industry, this study came across mostly human-centered factors transversal to different professionals (IS and non-IS) involved in project teams.

The impact of ethical leadership on project success: the mediating role of trust and knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Saifullah Khalid Kiyani ◽  
Scott B. Dust ◽  
Ramsha Zakariya
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Project Success ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Equation Modeling ◽  
Content Type ◽  
Team Members

PurposeAlthough the use of project teams is on the rise, there is a limited understanding of how project managers can ensure project team success. Research to date is relatively broad and does not pinpoint how and why leadership influences success in a project team context. Along these lines, we draw from social learning theory to illustrate that ethical leadership influences project success through leader trust and knowledge sharing.Design/methodology/approachWe collected data from 175 project team members from the information technology and software industry to evaluate our hypotheses. The results were analyzed using structural equation modeling.FindingsOur findings support our hypotheses, illustrating that ethical leadership is related to leader trust and knowledge sharing, and that leader trust and knowledge sharing mediate the relationship between ethical leadership and project success.Research limitations/implicationsOur work illustrates that the behaviors inherent in ethical leadership may be particularly well-suited for these project team challenges. Ethical leaders help team members understand that project success is possible when team members are transparent with one another, discussing their goals and challenges, and then working together to ensure their actions are coordinated in a way that increases the success of the overall project.Practical implicationsFor those in industries or organizations where project teams are commonly used, our study may help to attract, select, and retain project managers that exhibit ethical leadership tendencies. Project managers are likely to be attracted to settings that align with their leadership style. Thus, organizations could focus on developing a culture that focuses on process over results.Originality/valueWe sought to align with the contingency approach to leadership, which suggests that the ideal leadership style depends on the followers, and the context in which the leader and followers interact. Specifically, we investigate ethical leadership as an ideal approach for project managers influencing members of their project teams. Our study demonstrates how ethical leadership is an ideal, context-specific approach that project managers can apply to increase the chances of project success.

Virtual Teams: How to Operate a Project at Distance?

10.12737/7131 ◽  
2014 ◽  
Vol 3 (4) ◽  
pp. 15-24
Author(s):  
���������� ◽  
Ekaterina Kudryavtseva
Keyword(s):  
Virtual Teams ◽  
Project Success ◽  
Virtual Team ◽  
Project Teams ◽  
Team Formation ◽  
Successful Implementation ◽  
Human Relationships ◽  
Team Members ◽  
Team Success ◽  
Manager Role

Virtual project teams� features that affect a project success are considered in this paper. Most of authors agree that the virtual team success depends largely on human relationships, solidarity and trust, which construction is virtual teams� main problem, than on team members technical skills. However, there are studies which claim that a communications choice determines the project success. This work purpose is to investigate what factors, skills and qualities should prevail among virtual team members, in particular at the team head, which lead to projects successful implementation. Virtual team formation steps had been formulated based on literature review, interviews and experiments; features of work, trust importance, and project manager role had been defined.

Critical success factors for international development projects in Maldives

2016 ◽  
Vol 9 (3) ◽  
pp. 481-504 ◽  
Author(s):  
Mohamed Yamin ◽  
Adriel K.S. Sim
Keyword(s):  
International Development ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Success ◽  
Project Teams ◽  
Development Projects ◽  
Content Type ◽  
Team Members ◽  
Critical Success ◽  
The Relationship

Purpose – The purpose of this paper is to examine the perceptions of local project teams on critical success factors and project success in the context of international development projects in Maldives. It identifies the critical success factors of international development projects, examines how the success of international development projects in Maldives is perceived by local project team members, and analyzes the relationship between critical success factors and project success from the project teams’ perspective. Design/methodology/approach – A survey questionnaire was used and 41 project team members participated in the study. Correlation analysis and regression analysis were performed to understand the relationship with project success and critical success factors. Findings – The study found out that the levels of success of projects were perceived high among the project teams. The results indicated that monitoring CSF, coordination CSF, design CSF, training CSF, and institutional environment CSF had a significant relationship with project success. However, results of the regression analysis indicated that only monitoring CSF was significant in influencing project success. Research limitations/implications – The limited sample size and optimism bias of respondents were a constraint. Furthermore, further analysis of data may be required to advance analysis. Originality/value – The study looks through the lens of project implementation teams in order to provide insights from their vantage point. The study provides insights based on the Maldivian context which will benefit similar island nation communities implementing similar projects.

The joint relationships of communication behaviors and task interdependence on trust building and change in virtual project teams

2009 ◽  
Vol 48 (2) ◽  
pp. 229-255 ◽  
Author(s):  
Ramón Rico ◽  
Carlos-María Alcover ◽  
Miriam Sánchez-Manzanares ◽  
Francisco Gil
Keyword(s):  
Virtual Teams ◽  
Task Interdependence ◽  
Project Teams ◽  
Trust Building ◽  
Communication Behaviors ◽  
Team Members ◽  
Virtual Project ◽  
Task Oriented ◽  
And Task ◽  
Virtual Project Teams

The study presented in this article examined how specific communication behaviors among team members interacted with task interdependence in relation to the building and changing of trust within 53 virtual project teams. At the mid-point of the teams' projects, our results showed that task-oriented communications among team members related significantly to trust, and that communications conveying enthusiasm related to trust only under conditions of low task interdependence. At the end of a team's project, trust among team members related positively to predictability of communications and substantive responses under higher levels of task interdependence. These findings develop extant trust theory in virtual teams, suggesting some useful guidelines to better understand and manage trust processes.

Is the Most Effective Team Leadership Shared?

2010 ◽  
Vol 9 (3) ◽  
pp. 105-116 ◽  
Author(s):  
Julia Elisabeth Hoch ◽  
Craig L. Pearce ◽  
Linda Welzel
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Team Leadership ◽  
Project Teams ◽  
Team Coordination ◽  
Team Members ◽  
Age Diversity ◽  
Performance Results ◽  
The Impact ◽  
The Relationship

In the present paper we examine the moderating effects of age diversity and team coordination on the relationship between shared leadership and team performance. Using a field sample of 96 individuals in 26 consulting project teams, team members assessed their team’s shared leadership and coordination. Six to eight weeks later, supervisors rated their teams’ performance. Results indicated that shared leadership predicted team performance and both age diversity and coordination moderated the impact of shared leadership on team performance. Thereby shared leadership was positively related to team performance when age diversity and coordination were low, whereas higher levels of age diversity and coordination appeared to compensate for lower levels of shared leadership effectiveness. In particular strong effects of shared leadership on team performance were evident when both age diversity and coordination were low, whereas shared leadership was not related to team performance when both age diversity and coordination were high.

Information systems project teams: factors for high performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 69-83 ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
Team Performance ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Performance Project

Purpose The purpose of this research is twofold: identify and gain a better insight on factors that can influence high performance of Information Systems (IS) project teams from the perspective of IS professionals (i.e. team members and leaders), and thus contribute to the general discussion on high-performance project teams; and offer both IS project team members and their project managers some feedback on how to build and manage teams more constructively and to enhance team performance in today’s demanding business environment. Design/methodology/approach The authors used an exploratory case study of a small-size holding company and a qualitative analysis of the data to address the research questions. Findings Results show a set of perceived factors that can influence high team performance in IS projects. Participants’ perceptions barely coincide. For instance, mutual trust was the only factor suggested as facilitating high team performance by 5 participants (out of 13). Differences may be because of participants’ characteristics (e.g. time on the job). All perceived factors are classified in the literature as nontechnical (i.e. having to do with behavioral and/or socio-organizational matters of project management). Originality/value This paper is among the very few empirical studies consolidating knowledge on high-performance IS project teams (e.g. it is still unclear if there are IS project team-specific factors that influence high performance). For the highly technical IS industry, this study came across human-centric factors transversal to different project teams.

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