Toward a Model of Shared Leadership and Distributed Influence in the Innovation Process: How Shared Leadership Can Enhance New Product Development Team Dynamics and Effectiveness

Cox, Jonathan F.; Pearce, Craig L.; Perry, Monica L.

doi:10.4135/9781452229539.n3

Cited by 164 publications

(156 citation statements)

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“…Within this type of team, members often have a lower level of familiarity and proximity [8]. Each member is an expert in his / her particular sphere of influence and exercises his / her authority over the decisions relating to his / her expertise.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Consequently, the project team is much more autonomous in choosing its priorities and choices of interventions [8]. It is still important to note that the level of autonomy may vary depending on the type of project and the organization in which the team operates.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Considering the number of projects that lead to significant cost overruns and fail to meet their initial timelines [8], the project team's success is certainly not assured. On the contrary, taking into account the characteristics presented above, it seems to be particularly confronted with the challenges of teamwork and the problems of efficiency that can result from it.…”

Section: The Effectiveness Of the Project Teammentioning

confidence: 99%

“…Finally, other more general elements related to planning, organization, management and project control are also important [7]. In summary, the project manager leadership emerge as a key determinant for the effectiveness of the project team [15,16,17] and, more generally, as a crucial factor in the overall project success [14,8].…”

Section: Leadershipmentioning

confidence: 99%

“…The main determinant of the effective project team emerging from the literature lies in the quality of the leadership of the project manager [14,8]. Indeed, in the research regarding the leadership of project teams, a strong emphasis has been placed on analyzing the role of the manager.…”

Section: Conclusion and Recommendationsmentioning

confidence: 99%

See 4 more Smart Citations

The Project Team Features Effectiveness and Leadership

Gabrea¹,

Lascaie²,

Popescu³

et al. 2017

The International Conference "The Risk in Contemporary Economy" (Dunarea De Jos University. Faculty of Economics)

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The project team that is responsible for providing flexibility and innovation to this structure in order to enable organizations to remain successful (1). The very nature of the project team's work underpins a collective task much more complex than that assumed by other types of work teams. The aim of this paper is to explore the main factors that determine the project team effectiveness.The research methodology was the literature review. The main finding reveals that the organizational structure of projects and the project team should not be considered as a panacea for all problems of organizational effectiveness.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: The Effectiveness Of the Project Teammentioning

confidence: 99%

Section: Leadershipmentioning

confidence: 99%

Section: Conclusion and Recommendationsmentioning

confidence: 99%

See 3 more Smart Citations

The Project Team Features Effectiveness and Leadership

Gabrea¹,

Lascaie²,

Popescu³

et al. 2017

The International Conference "The Risk in Contemporary Economy" (Dunarea De Jos University. Faculty of Economics)

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Socio‐demographic factors and shared leadership behaviors in dispersed teams: Implications for human resource management

Muethel

Gehrlein

Hoegl

2012

Human Resource Management

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Companies increasingly make use of geographically dispersed teams to capture knowledge residing at different locations. In this context, shared leadership is considered a key enabler of team performance. Taking a functional perspective on shared leadership, we thus investigate the relationship between shared leadership behaviors and team performance in dispersed teams. Furthermore, we analyze how socio‐demographic factors that are characteristic for dispersed teams (i.e., high female‐to‐male ratio, high mean age, and high levels of national diversity) affect shared leadership behaviors. Based on data from 96 dispersed teams, we show that shared leadership behavior fosters team performance. Further, we find the socio‐demographic characteristics typical for dispersed teams to foster shared leadership. Theoretical and managerial implications for human resource management are discussed. © 2012 Wiley Periodicals, Inc.

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Measuring Leadership in Self‐Managed Teams Using the Competing Values Framework

Zafft

Adams

Matkin

2009

J of Engineering Edu

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This study demonstrates how the application of the Competing Values Framework (CVF) to self‐managed teams (SMTs) assist engineering educators to understand how to measure leadership within this context and facilitate an increased awareness of the students in a team, which will consequently increase effectiveness. Specifically, we analyzed data from the Managerial Behavior Instrument, completed by 81 engineering students who participated in self‐managed teams for one semester. The instrument measured the use of the four leadership profiles of the Competing Values Framework which then allowed the researcher to determine the presence of high or low behavioral complexity. Behavioral complexity determines the team's ability to utilize multiple leadership roles and subsequent effectiveness. The findings indicate that behavioral complexity does have a significant effect on performance but does not have a significant effect on the attitudes of team members. Overall, teams with high behavioral complexity earned a higher grade on their final team project than teams with low behavioral complexity. This study is significant for engineering education because it provides a theory and framework for understanding leadership in teams. By exploring the relationship between leadership in SMTs and effectiveness, educators and industry can better understand the type of leadership roles necessary for achieving a highly effective team. As a result, instructors can design their teamwork curricula and teamwork training based on the leadership strengths and skills of students which will then prepare students for industry upon graduation.

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Toward a Model of Shared Leadership and Distributed Influence in the Innovation Process: How Shared Leadership Can Enhance New Product Development Team Dynamics and Effectiveness

Cited by 164 publications

References 0 publications

The Project Team Features Effectiveness and Leadership

The Project Team Features Effectiveness and Leadership

Socio‐demographic factors and shared leadership behaviors in dispersed teams: Implications for human resource management

Measuring Leadership in Self‐Managed Teams Using the Competing Values Framework

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