Information Systems Leadership Roles

2002 ◽  
pp. 304-319
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Systems ◽  
Empirical Research ◽  
Chief Executive ◽  
Future Research ◽  
Leadership Roles ◽  
It Use ◽  
Change Leader ◽  
Systems Leadership ◽  
The Empirical Analysis

Information systems (IS) leadership roles have undergone fundamental changes over the past decade. Despite increased interest in recent years, little empirical research on IS managers has been done. This article presents results from a survey in Norway. The survey collected data on general leadership roles such as informational role, decisional role, and interpersonal role, as well as on specific IS leadership roles such as chief architect, change leader, product developer, technology provocateur, coach, and chief operating strategist. The empirical analysis indicates that strategic responsibility as well as network stage of growth influence the extent of informational role, while the extent to which the chief executive uses IT influences the extent of decisional role, and the extent to which subordinates use IT influence the extent of interpersonal role. IS managers with greater operating responsibility will be chief architects. The role of a change leader is positively influenced by the number of years in IT, the extent of IT use, the extent of strategic responsibility, and the organization’s revenue, while it is negatively influenced by the number of years in the current position. Product developer can be predicted by strategic responsibility and chief executive’s IT use, while technology provocateur can be predicted by the extent of IT use. Coach can be predicted by the extent of subordinates’ IT use, and chief operating strategist can be predicted by the extent of strategic responsibility. Although several significant predictors of IS leadership roles were identified in this research, the search for more significant explanations should continue in future research.

Information Systems Leadership Roles

2002 ◽  
pp. 135-156
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Systems ◽  
Empirical Research ◽  
Chief Executive ◽  
Future Research ◽  
Leadership Roles ◽  
It Use ◽  
Change Leader ◽  
Systems Leadership ◽  
The Empirical Analysis

Information systems (IS) leadership roles have undergone fundamental changes over the past decade. Despite increased interest in recent years, little empirical research on IS managers has been done. This article presents results from a survey in Norway. The survey collected data on general leadership roles such as informational role, decisional role and interpersonal role, as well as on specific IS leadership roles such as chief architect, change leader, product developer, technology provocateur, coach and chief operating strategist. The empirical analysis indicates that strategic responsibility as well as network stage of growth influence the extent of informational role, while the extent to which the chief executive uses IT influences the extent of decisional role, and the extent to which subordinates use IT influence the extent of interpersonal role. IS managers with greater operating responsibility will be chief architects. The role of a change leader is positively influenced by the number of years in IT, the extent of IT use, the extent of strategic responsibility and the organisation’s revenue, while it is negatively influenced by the number of years in the current position. Product developer can be predicted by strategic responsibility and chief executive’s IT use, while technology provocateur can be predicted by the extent of IT use. Coach can be predicted by the extent of subordinates’ IT use, and chief operating strategist can be predicted by the extent of strategic responsibility. Although several significant predictors of IS leadership roles were identified in this research, the search for more significant explanations should continue in future research.

The Influence of Understanding Accounting Information Systems, Leadership Style, Employee Motivation, and Work Discipline in Employees Performance KC BRI Sidoarjo

Academia Open ◽  
2021 ◽  
Vol 5 ◽  
Author(s):  
Shafrino Wahyu ◽  
Herman Ernandi
Keyword(s):  
Information Systems ◽  
Leadership Style ◽  
Hypothesis Test ◽  
Accounting Information ◽  
Research Data ◽  
Reliability Test ◽  
Test Results ◽  
Accounting Information Systems ◽  
Validity Test ◽  
Systems Leadership

This research aims to know the influence of understanding Accounting Information Systems, Leadership Style, Employees Motivation, and Work Discipline in Employees Performance at KC BRI Sidoarjo. The instrument is in the form of google forms to get research data. This research data collection is validity test and reliability test. The hypothesis is that there is an the influence of understanding accounting information systems, leadership style, employees motivation, and work discipline in employees performance. The analytical tool used to test the hypothesis is SPSS version 18. The test results based on the validity test show that all questions on Google Forms are declared valid. While the test results based on the reliability test of all variables, the value of cronbach's alpha > 0,6 means that it is declared reliable and for the results of the Hypothesis Test in the form of T-Statistic and R-Square, it states that there is an influence between understanding accounting information systems, leadership style, employees motivation, and work discipline in employees performance. This is shown from the results of tcount for the variable understanding of the accounting information system (X1) of 2.113, the variable of leadership style (X2) of 2.101, the variable of employees motivation (X3) of 2.114, and the variable of work discipline (X4) of 2.189.

scholarly journals Moving beyond showcasing: The five faces of leadership in smart city transformation

2020 ◽  
Author(s):  
Jocelyn Cranefield ◽  
J Pries-Heje
Keyword(s):  
Information Systems ◽  
Smart City ◽  
Smart Cities ◽  
Critical Role ◽  
Leadership Roles ◽  
High Stakes ◽  
Municipal Governments ◽  
Leadership Practice ◽  
Business As Usual ◽  
The City

© 27th European Conference on Information Systems - Information Systems for a Sharing Society, ECIS 2019. All rights reserved. The smart city concept is used as tool by local and municipal governments to deliver benefits relating to people, government, economy, mobility, environment and living. By embedding technologies and the internet of things in the city's infrastructure, smart cities aim to generate insights that drive local improvements and accrue to a global level. The smart city is also viewed as a transformative lever for government. As cities move beyond smart city pilot showcasing projects, they face the challenge of embedding smart city initiatives in business-as-usual. Despite ambitious goals and high stakes, little is known about the work that leaders perform in undertaking this transformation. This study explored the leadership practice of smart city leaders in Denmark, Holland, USA, Australia and New Zealand. We focus on how leaders drive transformation from showcasing to becoming a sustainable smart city, and the challenges faced. As result we present a framework of six barriers to overcome and five enacted leadership roles to transform the city of today to a future sustainable smart city. We use institutional logics as a lens to discuss and explain the challenges faced by city leaders and their critical role as innovation agents and boundary spanners in smart city transformation.

scholarly journals Moving beyond showcasing: The five faces of leadership in smart city transformation

2020 ◽  
Author(s):  
Jocelyn Cranefield ◽  
J Pries-Heje
Keyword(s):  
Information Systems ◽  
Smart City ◽  
Smart Cities ◽  
Critical Role ◽  
Leadership Roles ◽  
High Stakes ◽  
Municipal Governments ◽  
Leadership Practice ◽  
Business As Usual ◽  
The City

© 27th European Conference on Information Systems - Information Systems for a Sharing Society, ECIS 2019. All rights reserved. The smart city concept is used as tool by local and municipal governments to deliver benefits relating to people, government, economy, mobility, environment and living. By embedding technologies and the internet of things in the city's infrastructure, smart cities aim to generate insights that drive local improvements and accrue to a global level. The smart city is also viewed as a transformative lever for government. As cities move beyond smart city pilot showcasing projects, they face the challenge of embedding smart city initiatives in business-as-usual. Despite ambitious goals and high stakes, little is known about the work that leaders perform in undertaking this transformation. This study explored the leadership practice of smart city leaders in Denmark, Holland, USA, Australia and New Zealand. We focus on how leaders drive transformation from showcasing to becoming a sustainable smart city, and the challenges faced. As result we present a framework of six barriers to overcome and five enacted leadership roles to transform the city of today to a future sustainable smart city. We use institutional logics as a lens to discuss and explain the challenges faced by city leaders and their critical role as innovation agents and boundary spanners in smart city transformation.

scholarly journals Moving beyond showcasing: The five faces of leadership in smart city transformation

2020 ◽  
Author(s):  
Jocelyn Cranefield ◽  
J Pries-Heje
Keyword(s):  
Information Systems ◽  
Smart City ◽  
Smart Cities ◽  
Critical Role ◽  
Leadership Roles ◽  
High Stakes ◽  
Municipal Governments ◽  
Leadership Practice ◽  
Business As Usual ◽  
The City

© 27th European Conference on Information Systems - Information Systems for a Sharing Society, ECIS 2019. All rights reserved. The smart city concept is used as tool by local and municipal governments to deliver benefits relating to people, government, economy, mobility, environment and living. By embedding technologies and the internet of things in the city's infrastructure, smart cities aim to generate insights that drive local improvements and accrue to a global level. The smart city is also viewed as a transformative lever for government. As cities move beyond smart city pilot showcasing projects, they face the challenge of embedding smart city initiatives in business-as-usual. Despite ambitious goals and high stakes, little is known about the work that leaders perform in undertaking this transformation. This study explored the leadership practice of smart city leaders in Denmark, Holland, USA, Australia and New Zealand. We focus on how leaders drive transformation from showcasing to becoming a sustainable smart city, and the challenges faced. As result we present a framework of six barriers to overcome and five enacted leadership roles to transform the city of today to a future sustainable smart city. We use institutional logics as a lens to discuss and explain the challenges faced by city leaders and their critical role as innovation agents and boundary spanners in smart city transformation.

scholarly journals Moving beyond showcasing: The five faces of leadership in smart city transformation

2020 ◽  
Author(s):  
Jocelyn Cranefield ◽  
J Pries-Heje
Keyword(s):  
Information Systems ◽  
Smart City ◽  
Smart Cities ◽  
Critical Role ◽  
Leadership Roles ◽  
High Stakes ◽  
Municipal Governments ◽  
Leadership Practice ◽  
Business As Usual ◽  
The City

© 27th European Conference on Information Systems - Information Systems for a Sharing Society, ECIS 2019. All rights reserved. The smart city concept is used as tool by local and municipal governments to deliver benefits relating to people, government, economy, mobility, environment and living. By embedding technologies and the internet of things in the city's infrastructure, smart cities aim to generate insights that drive local improvements and accrue to a global level. The smart city is also viewed as a transformative lever for government. As cities move beyond smart city pilot showcasing projects, they face the challenge of embedding smart city initiatives in business-as-usual. Despite ambitious goals and high stakes, little is known about the work that leaders perform in undertaking this transformation. This study explored the leadership practice of smart city leaders in Denmark, Holland, USA, Australia and New Zealand. We focus on how leaders drive transformation from showcasing to becoming a sustainable smart city, and the challenges faced. As result we present a framework of six barriers to overcome and five enacted leadership roles to transform the city of today to a future sustainable smart city. We use institutional logics as a lens to discuss and explain the challenges faced by city leaders and their critical role as innovation agents and boundary spanners in smart city transformation.

THE INFLUENCE OF ACCOUNTING INFORMATION SYSTEMS, LEADERSHIP STYLE, WORK MOTIVATION ON EMPLOYEES PERFORMANCE

2018 ◽  
Vol 4 (2) ◽  
pp. 22-32
Author(s):  
S Endarwati ◽  
S Suhendro ◽  
R. Riana Dewi
Keyword(s):  
Information Systems ◽  
Leadership Style ◽  
Work Motivation ◽  
Employee Performance ◽  
Linear Regression Analysis ◽  
Accounting Information ◽  
Multiple Linear Regression Analysis ◽  
Accounting Information Systems ◽  
Systems Leadership ◽  
Variable Performance

This study aims to test and analyze the effect of accounting information systems, leadership style and work motivation on performance garment company employees in sukoharjo.The population used in this research is the garment company employees at the accounting work on PT Danliris, PT Sunwoo Indonesia, and PT Panji Anom Setia in sukoharjo. Methods of data analysis used in this study is by purposive sampling. the number of respondents in this study as many as 38 of the 45 respondents number of questionnaires presented. Methods of analysis used was multiple linear regression analysis. The results showed that the accounting information system variables and influential work motivation and significantly to the variable performance of employees.  While variable leadership style has no effect against variable employee performance. the determination coefficients (R2) of 0.415. This indicates that variansi on a variable performance practice undertaken by the company in Sukoharjo garment amounted to 41.5% can be explained by the variable accounting information systems, leadership style and work motivation, whereas the remaining 58.5 % explained by factors – factors other than that examined

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