Promoting Shared Leadership

Grille, Amelie; Schulte, Eva-Maria; Kauffeld, Simone

doi:10.1177/1548051815570039

Cited by 58 publications

(32 citation statements)

References 107 publications

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“…Besides the task-oriented leadership behaviors (e.g., planning and organizing, development, and mentoring of team members) and relation-oriented leadership behaviors (e.g., support and consideration), alternate behaviors include for instance change leadership behaviors such as questioning each others’ strategies or encouraging rethinking of ideas (Grille, Schulte, & Kauffeld, 2015; Hiller, Day, & Vance, 2006; Small & Rentsch, 2010). Interesting in this regard is the study of Carte et al (2006), who observed differences in the role-specific leadership networks of self-managed virtual teams.…”

Section: Discussionmentioning

confidence: 99%

The Emergence of Shared Leadership in Newly Formed Teams With an Initial Structure of Vertical Leadership: A Longitudinal Analysis

Fransen

Delvaux

Mesquita

et al. 2018

The Journal of Applied Behavioral Science

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The importance of high-quality leadership for team effectiveness is widely recognized, with recent viewpoints arguing shared leadership to be a more powerful predictor than vertical leadership. To identify changes in leadership structures over time, we longitudinally tracked the leadership structure of 27 newly-formed teams (N = 195), all having an initial structure of vertical leadership. Our findings demonstrated that the average team leadership strengthened over the course of the 24-week project and leadership tended to become more distributed among team members. Regarding the antecedents of these changes, we found evidence that the more team members are perceived as warm or competent, the higher their perceived influence. Finally, examining the consequences of these changes, the leadership structure was found to be related with team performance in that teams with higher average leadership perceptions performed better. These findings underpin the importance of shared leadership, thereby suggesting leaders to empower their team members.

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Section: Discussionmentioning

confidence: 99%

The Emergence of Shared Leadership in Newly Formed Teams With an Initial Structure of Vertical Leadership: A Longitudinal Analysis

Fransen

Delvaux

Mesquita

et al. 2018

The Journal of Applied Behavioral Science

View full text Add to dashboard Cite

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“…Team training/ Teambuilding Salas et al (2008), Hughes et al (2016) b4. Team leadership/ Coaching Zaccaro, Heinen, and Shuffler (2009), Grille, Schulte, and Kauffeld (2015), Moe, Cruzes, Dybå, and Engebretsen (2015) b5. Team structure Kavadias and Sommer (2009) 2009, Tekleab, Quigley, and Tesluk (2009), Mach, Dolan, and Tzafrir 2010Virtual team has become interesting while having the great number of research in recent years (e.g., Bergiel, Bergiel, & Balsmeier, 2008;Curşeu, Schalk, & Wessel, 2008;Ebrahim, Ahmed, & Taha, 2009;R.…”

Section: The Imoi Model and Its Application In Virtual Team Researchmentioning

confidence: 99%

A conceptual framework of virtual team effectiveness from the socio-technical perspective

Chau

Tuan

2020

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In the era of globalization and technologization, virtual teamwork has become a routine part of professional activity in the software industry and other industries. Understanding virtual team effectiveness helps the management to improve the overall effectiveness of organizations. In this paper, we conduct a literature review of team research to set up a conceptual framework of virtual team effectiveness based on the socio-technical perspective and Inputs-Mediators- Outputs-Inputs model. Our framework includes some salient inputs, mediators and outputs of virtual team life-cycle; specifically, technology readiness and intention to explore are two technical antecedents; team learning and transactive memory system are two social antecedents; and team performance is a socio-technical output representing virtual team effectiveness. After that, a 27-item measuring instrument of aforesaid concepts is proposed after a qualitative survey of 19 virtual team leaders and a quantitative survey of 151 virtual team members from 19 companies locating in Vietnam. The results are references for those interested in improving virtual team effectiveness.

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“…Relatedly, sharing leadership function in the team can help to prevent conflicts and to keep the team focused on a shared purpose. (Grille, Schulte, & Kauffeld, 2015;Hoch, 2013;Klasmeier & Rowold, 2020). If team leaders share their power and provide autonomy, they can encourage their team to take the lead.…”

Section: Practical Implicationsmentioning

confidence: 99%

A diary study on shared leadership, team work engagement, and goal attainment

Klasmeier¹,

Rowold²

2020

Preprint

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Research on the shared leadership-team effectiveness relationship is mostly based on between-team findings, without accounting for within-team relationships. Following this premise, we utilize a short-term perspective to examine the mediational pathways of day-level shared leadership on team work engagement and goal attainment. To capture these within-team relationships, we conducted a daily-diary study. We collected daily measures from 53 teams with 187 team members resulting in 725 person-days and 207 team-days. The results supported our hypotheses as daily shared leadership was indirectly linked to daily goal attainment by increasing team work engagement over cohesion and conflict management. The findings contribute to the understanding of within-team associations of shared leadership with team motivation and effectiveness. Limitations and directions for further research are then discussed.Keywords:

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Promoting Shared Leadership

Abstract: It is regarded as a concept that meets the increasing density and complexity of work processes in which one single leader may not be able to fulfill all leadership functions (

Cited by 58 publications

References 107 publications

The Emergence of Shared Leadership in Newly Formed Teams With an Initial Structure of Vertical Leadership: A Longitudinal Analysis

The Emergence of Shared Leadership in Newly Formed Teams With an Initial Structure of Vertical Leadership: A Longitudinal Analysis

A conceptual framework of virtual team effectiveness from the socio-technical perspective

A diary study on shared leadership, team work engagement, and goal attainment

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