Action-embedded transformational leadership in self-managing global information systems development teams

Eseryel, U. Yeliz; Eseryel, Deniz

doi:10.1016/j.jsis.2013.02.001

Cited by 24 publications

(27 citation statements)

References 85 publications

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“…According to several qualitative studies, successful SMTs exhibit competence-based leadership, where leadership appointments are based on demonstrated skills (Eseryel & Eseryel, 2013). Studies that looked into specific leadership behaviors reported that successful leaders help monitor performance quality (Banai et al, 2000; Pais, 2010), act as boundary spanners (Rolfsen & Langeland, 2012), mentor (Hoda et al, 2013), and coach peers (Banai et al, 2000).…”

Section: Resultsmentioning

confidence: 99%

“…Several studies suggest that effective team leaders also help develop the teams socially by promoting group cohesion and norms (Heffron & Rerick, 1997; Perry et al, 2013), and by encouraging opinion sharing, removing misconceptions, and addressing concerns (Hoda et al, 2013). A transformational leadership approach that is action oriented and in which the leader is directly involved has shown evidence of success (Eseryel & Eseryel, 2013). Several studies have also looked into how emergent leaders can contribute to the success of SMT.…”

Section: Resultsmentioning

confidence: 99%

“…Several studies have also looked into how emergent leaders can contribute to the success of SMT. They found that emergent leaders with strong technical, management, and teamwork skills are more likely to use referent or expert power to influence the team and gain the support and respect of teammates (Banai et al, 2000; Eseryel & Eseryel, 2013; Yates & Finikiotis, 2010). Prior research suggests that, besides having the expertise and initiative, team leaders also need the ability to gain commitment from the team and to delegate if they want to succeed (Banai et al, 2000; Doorewaard, Geert, & Huys, 2002; Heffron & Rerick, 1997).…”

Section: Resultsmentioning

confidence: 99%

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Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Magpili

Pazos

2017

Small Group Research

101

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Organizations need flexible and adaptable structures to thrive in an increasingly turbulent business environment. Self-managing team (SMT) structures have evolved as an optimal approach to increase flexibility and performance as evidenced by their documented proliferation in organizations. However, even with their broad organizational adoption, research shows inconsistencies concerning SMT’s potential to enhance performance. This review integrates prior empirical research on input factors that influence the successful implementation of high-performing SMTs. Using a prior team effectiveness framework as a lens, we conducted a systematic analysis of the literature to shed light into the variables at the individual, team, and organizational level that affect performance and successful implementation of SMT. The sample of studies resulted from an exhaustive search that included quantitative, qualitative, and mixed methods research. Last, we present gaps in the literature and propose future directions for research on SMTs.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

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Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Magpili

Pazos

2017

Small Group Research

101

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“…In other words, visionary leadership derives its authority from prior substantive action-oriented functional leadership that provide evidence to other team members of the individual's abilities and thus ability to lead, making their attempts to alter structure credible and successful. Eseryel and Eseryel (2013) conversely suggested that individuals who provide substantive action-based leadership gain influence over team success and strategic direction. By contributing significantly to work, they cause others to perceive them as highly knowledgeable (IT-knowledge perception).…”

Section: Functional Leadership Is a Prerequisite For Effective Visionmentioning

confidence: 99%

Functional and Visionary Leadership in Self-Managing Virtual Teams

Eseryel

Crowston

Heckman

2020

Group & Organization Management

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In this conceptual article, we present a theory of leadership in self-managing virtual teams. We describe leadership in this setting as a process that results in the creation, reinforcement, and evolution of shared mental models and shared norms that influence team member behavior toward the successful accomplishment of shared goals. We distinguish two types of leadership. We identify leadership that works within and reinforces existing models and norms to influence team contributions as “functional” leadership. We identify leadership that results in changes in models and norms as “visionary” leadership. We propose that successful self-managing virtual teams require both types of leadership and that they will exhibit a paradoxical combination of shared, distributed functional leadership complemented by strong, concentrated, and centralized visionary leadership and that visionary leadership is enabled by functional leadership in the form of substantive team member contributions.

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“…Eseryel, D., 2013). A few examples of role modeling are simple actions such as showing team members how to correct mistakes or displaying the appropriate methods to accomplish a task and willingly doing the same work that is asked of members of the team(Eseryel, U. Y., & Eseryel, D., 2013).…”

mentioning

confidence: 99%

Leaders of Global Virtual Teams:Implications for the Identification and Training of Successful E-leaders

Rainbolt¹

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The business environment is an ever-evolving enterprise, and as technology advances so do their operations, allowing for more businesses to become global. This increase in globalization has led to the problem of how to manage these activities around the world. Virtual teams have become one solution, but they present their own challenges in regards to how to effectively manage a team that is culturally diverse and lives in various times zones. Through the analysis of 91 research articles and texts on the topic of e-leadership, this research identifies the most prevalent indicators of the management practices of leaders of efficacious global virtual teams (GVT). This thesis found that trust, cultural intelligence, communication, leadership styles, and technology are key for GVT leadership. These indicators have been linked to personality characteristics for traditional teams and multinational teams. This review will form the proposal for an empirical investigation into the validity of these frameworks towards the study of e-leadership in GVTs.

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Action-embedded transformational leadership in self-managing global information systems development teams

Cited by 24 publications

References 85 publications

Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Self-Managing Team Performance: A Systematic Review of Multilevel Input Factors

Functional and Visionary Leadership in Self-Managing Virtual Teams

Leaders of Global Virtual Teams:Implications for the Identification and Training of Successful E-leaders

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