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Article
Publication date: 11 November 2020

Sinda Ben Sedrine, Amel Sabra Bouderbala and Myryam Hamdi

The purpose of this study is to examine the effect of distributed leadership on organizational commitment and the role of trust and open group climate as moderator variables in…

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Abstract

Purpose

The purpose of this study is to examine the effect of distributed leadership on organizational commitment and the role of trust and open group climate as moderator variables in this relationship.

Design/methodology/approach

To test the conceptual model and research hypotheses empirically, the authors collected data based on an investigation over a sample of 318 engineers in the Information Technology telecommunication sector in Tunisia. The results were analyzed using factor analysis and structural equation modeling.

Findings

The results show a significant and positive impact of the support function, of the participation in decision-making and cooperation on organizational commitment. The authors find evidence for the existence of a positive moderating effect of trust and affective climate at the level of the causal link between distributed leadership and organizational commitment dimensions.

Research limitations/implications

These results provide useful indications for managers within the framework of leadership style that is more appropriate to the group’s proper functioning. Throughout this work, managers will know that distributed leadership is adapted to create a social climate based on dialogue and trust, an essential element of distributed leadership. Supervision and authority should give up a coercive vision in a more cooperative and constructive approach. Coordination should be founded on a horizontal and transversal vision of the organization.

Originality/value

Distributed leadership is increasingly seen as a key vehicle for firms’ improvement and renewal. However, research on this concept was largely conducted in the field of education and health. Studies dealing with small and medium-sized companies are rather scarce. There are not, to the best of the authors’ knowledge, any works in the Tunisian context because the majority of the reference studies are Anglo-Saxon. The originality and value of this research lies in its anchoring in the context. Moreover, this study provides empirical evidence of the importance of the role of the affective climate on organizational commitment. Indeed, engagement is a behavioral and attitudinal indicator of organizational climate. This paper is intended to provide a stimulus for exploring the distributed leadership area in terms of shaping thinking and designs for organizational change to enhance organizational commitment in a highly digital world.

Details

European Business Review, vol. 33 no. 4
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 2 April 2020

Sinda Ben Sedrine, Amel Bouderbala and Hamza Nasraoui

The purpose of this article is to explain the effect of leadership styles on a virtual team efficiency, assuming the existence of mediating variables (media richness) influencing…

8019

Abstract

Purpose

The purpose of this article is to explain the effect of leadership styles on a virtual team efficiency, assuming the existence of mediating variables (media richness) influencing this relationship.

Design/methodology/approach

The data were collected within the framework of an online survey based on a sample of 300 observations (MENA region) with respondents from the IT sector. These results were generated by SPSS and AMOS 23 software and treated using an exploratory factor analysis and modeling by structural equation.

Findings

The results of the research attest that trust and operational cohesion play a mediating role between leadership styles and team performance. They also confirm that leadership styles impact operational cohesion and group trust according to different levels of media richness, thus creating different situations fluctuating according to its level.

Research limitations/implications

From a methodological point of view, the sample choice was not diversified. Only the IT companies are concerned with this study. Therefore, the generalization of obtained results can be questioned. The research results could be refined by trying to highlight trust mediating variable through antecedents evoked by Mayer et al. (1995) or Williams (2001), namely, competence, benevolence or even integrity. Competence and benevolence deserve, on the conceptual plan, to be fully integrated to the definition itself of trust under penalty of see the concept itself of trust impoverish considerably (Mayer et al., 1995).

Practical implications

On a practical level, the optimal efficiency of a virtual team depends on a high level of media richness with a transformational leadership mobilized by the managers that would favor a good operational cohesion of the group. Various techniques could be employed to improve a social dynamic of the group (periodic conference calls, face to face meetings, team building).

Originality/value

This research clarifies how leadership styles influence virtual team efficiency through operational cohesion and trust. Furthermore, this research reaffirms, in addition from previous works, that the communication means to which virtual teams recur influence the degree of operating cohesion and increase that of performance.

Details

Journal of Management Development, vol. 40 no. 5
Type: Research Article
ISSN: 0262-1711

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