With team-based structures replacing traditional hierarchical systems, the purpose of this paper was to explore the concept of shared leadership and its impact on improving team…
Abstract
With team-based structures replacing traditional hierarchical systems, the purpose of this paper was to explore the concept of shared leadership and its impact on improving team performance. The five underlying mechanisms that form the components which drive shared leadership, namely (1) trust, (2) empowerment, (3) age and maturity, (4) fair reward, and (5) dispositions and beliefs, provide readers with a practical understanding of how to attain, maintain, and regain shared leadership for the performance of teams in organisations today. In addition, a focus on shared leadership in other team contexts, such as sport, unconventional and multicultural environments is also discussed to aid the progression of shared leadership research and broaden its application beyond traditional business and managerial contexts.
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Christopher H. Thomas, Foster Roberts, Milorad M. Novicevic, Anthony P. Ammeter and Dragan Loncar
In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by…
Abstract
In this chapter we examine various human resource management (HRM) implications involved in the leadership of fluid teams. Leadership of fluid teams, which are distinguished by their dynamic composition, requires consideration of issues that may not be as pertinent for stable teams. In particular, we focus on the concept of familiarity. Composing and leading teams with members exhibiting varying degrees of familiarity with one another creates obstacles to effective and efficient functioning and may ultimately lead to poor performance. With this in mind, leaders must pay particular attention to issues of coordination, and composition such that a broad range of generalizable teamwork skills exists within the team. Within this chapter, we explain the concepts of fluid teams, team leadership within fluid teams, and other relevant concepts related to the formation of familiarity. Next, we thoroughly review extant empirical and theoretical research within these areas. We identify areas of correspondence among the various concepts and findings of the reviewed studies and generate an integrated model of fluid team leadership. To conclude, we highlight the distinct HRM implications associated with the use, and leadership, of fluid teams.
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This chapter provides an overview of scholarship on leadership processes in groups. It investigates leadership both as a role and as influence, and considers structural influences…
Abstract
This chapter provides an overview of scholarship on leadership processes in groups. It investigates leadership both as a role and as influence, and considers structural influences on group leadership communication. A short chronological overview on the most important leadership theories gives a special emphasis on the meaning and role of communication within these approaches. The chapter shares the common basis of the handbook in communication as a fundamental and critical process in groups and teams. Approaches where communication plays a central role is amplified. The last paragraph focuses on three newer strands of leadership research as well as management practices. In each of these new contexts, leadership as a functional role and as social influence is discussed and the criticality of interaction and communication traced.
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Miriam Muethel and Martin Hoegl
Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research…
Abstract
Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research indicates that particularly dispersed projects may profit from joint leadership efforts by all project members. However, leadership functions in dispersed projects are likely to differ from those in a face-to-face context. In this chapter, we specify shared leadership functions for the domain of geographically dispersed project teams with high levels of task uncertainty. Arguing that shared leadership in dispersed teams occurs through interrelation of individual and team actions, we specify a dispersed screening function as well as self-, other-, and team-directed interrelation functions and develop propositions on how these functions are related to project performance. Furthermore, we point to motivational aspects of shared leadership and discuss the role of the vertical leader in developing and facilitating shared leadership.
Svetlana Obydenkova, Nicholas C. Anzalone and Joshua M. Pearce
Isolated communities face a variety of inconveniences including severe remoteness, poor roads and extreme climate conditions, resulting in the lack of security of supply chains…
Abstract
Purpose
Isolated communities face a variety of inconveniences including severe remoteness, poor roads and extreme climate conditions, resulting in the lack of security of supply chains and exorbitant prices for cargo delivery. This paper aims to investigate the present advantages and prospects of applying 3-D printing to improve economics and everyday life of remote communities, reindeer herder case taken as an example.
Design/methodology/approach
This study covers the use of a low-cost open-source 3-D printer (RepRap) capable of fused filament fabrication to reduce operating costs for nomadic reindeer herder groups. Three case studies are provided for reindeer-specific applications to probe economic and technical viability of the technology, namely, ear-tags, electric fence components and lasso accessories.
Findings
3-D printed objects feature technical characteristics similar to those of analogues available on the market while reducing the price by 63 per cent. Distributed 3-D printing reduces the cost of raw materials by 68 per cent and shipping costs by 50 because of lower trip frequency. If all reindeer herders globally were to adopt distributed manufacturing of the three aforementioned sample items only, their annual savings from such solution would amount to US$2m. The paper discovers other economic, entrepreneurial, technical and environmental opportunities offered by 3-D printing put to service the needs of remote communities.
Research limitations
As the paper is the first-ever study of 3-D printing potential applied to the reindeer husbandry case, it is based on a more thorough analysis of the techno-economic feasibility of the technology, while cultural and entrepreneurial factors have been discussed as preconditions only.
Practical implications
The paper might serve as a valuable source of information for entrepreneurs, as well as for students and academics for further case studies in this area.
Originality/value
In remote conditions, 3-D printing offers a more sustainable way of good manufacturing. Numerous open source designs already available for specialists, financial effectiveness, environmental benefits and vast opportunities for entrepreneurs are among the most promising advantages of the technology.
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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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Due to geographic dispersion and reliance on technology-mediated communication, developing collaborative capital can be a challenge in a virtual team. Knowledge sharing is one…
Abstract
Due to geographic dispersion and reliance on technology-mediated communication, developing collaborative capital can be a challenge in a virtual team. Knowledge sharing is one form of collaborative capital that has been identified as critical to virtual team success. This chapter develops a theoretical model that proposes that shared leadership in virtual teams is positively related to knowledge sharing between team members, and that this relationship will be partially mediated by trust. The model also shows that a team's degree of reliance on technology-mediated communication will moderate the relationships in the model.