scholarly journals Leadership behaviour that facilitates shared leadership emergence in internationally dispersed non-formal teams

2021 ◽  
Vol 52 (1) ◽  
Author(s):  
Jandre Van Zyl ◽  
Karl Hofmeyr
Keyword(s):  
Team Performance ◽  
Intellectual Capital ◽  
Shared Leadership ◽  
Participative Leadership ◽  
Leadership Emergence ◽  
Team Members ◽  
The Past ◽  
Leadership Behaviour ◽  
Leadership Approaches ◽  
Insight Into

Purpose: Globalisation and the increased complexity of organisations create the need for alternative leadership approaches that can harness the collective intellectual capital that exists within the dispersed employees of organisations.Design/methodology/approach: This qualitative study explored how shared leadership can be facilitated in internationally dispersed non-formal teams through increased team connectedness, leader humility, empowering leadership, participative leadership and quality leader-member exchanges. The study explored the perspectives of 12 purposively sampled internationally dispersed team members, who represented three different functional nonformal teams.Findings/results: As dispersion of teams increases, some traditional leadership approaches become less effective. Shared leadership, however, has greater effects on team performance when team dispersion increases.Practical implications: The study offers a theoretical framework of leadership in internationally dispersed non-formal teams, which serves as a basis for future empirical research. It provides leaders of teams and organisations, as well as human resource practitioners with guidance on how to achieve the benefits of shared leadership of teams in this context. Participants represented nine nationalities, dispersed across eight countries, on four continents.Originality/value: Studies into shared leadership have increased over the past decade; however, the antecedents that facilitate shared leadership are still not exhaustive, and the majority of studies have been in co-located and formal teams. This study provides insight into how non-formal leaders can facilitate the emergence of shared leadership in the context of dispersed, non-formal teams.

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

2018 ◽  
Vol 54 (2) ◽  
pp. 140-170 ◽  
Author(s):  
Katrien Fransen ◽  
Ellen Delvaux ◽  
Batja Mesquita ◽  
Stef Van Puyenbroeck
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Team Leadership ◽  
Initial Structure ◽  
Leadership Perceptions ◽  
Powerful Predictor ◽  
Team Members ◽  
Leadership Structure ◽  
Vertical Leadership ◽  
Over Time

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.

scholarly journals 621 PB 331 A FRUIT TREE COOLING CONTROL SYSTEM SIMULATOR

HortScience ◽  
1994 ◽  
Vol 29 (5) ◽  
pp. 521c-521
Author(s):  
Matthew Rogoyski ◽  
Alvan Gaus ◽  
Byron McNew ◽  
Israel Broner ◽  
Thomas Mourney
Keyword(s):  
Control System ◽  
Cooling System ◽  
System Development ◽  
Object Oriented ◽  
Team Members ◽  
C Programming Language ◽  
The Past ◽  
C Programming ◽  
Object Oriented Approach ◽  
Insight Into

A simulator of a control system for evaporative cooling of crop canopies was developed. This development, prior to implementation of an irrigation/cooling system, allowed for experimentation before committing resources to the field system. The project provided insight into problems of modeling interaction between biological, mechanical, and digital systems and demonstrated how specialists from diverse areas can solve these problems. The object orientation methodology and the C++ programming language were tools for development of this simulator. A communication mechanism was devised to facilitate interactions between software entities representing both concrete and abstract objects corresponding to the problem domain. The object-oriented approach to the system development allowed for better communication between team members, irrespective of their background in software engineering. The modular and polymorphic nature of the object-oriented code made it possible to plan for code reuse in future projects. Simulator development using the object-oriented paradigm was found to be preferable over the procedural model used by team members in other projects in the past.

Shared Leadership in Teams

2010 ◽  
Vol 9 (4) ◽  
pp. 203-211 ◽  
Author(s):  
Erika Engel Small ◽  
Joan R. Rentsch
Keyword(s):  
Social Network ◽  
Network Analysis ◽  
Team Performance ◽  
Shared Leadership ◽  
Operational Definition ◽  
Longitudinal Analyses ◽  
Team Process ◽  
Team Members ◽  
Conceptual Definition ◽  
Over Time

Shared leadership is an emergent team process defined by the distribution of leadership functions among multiple team members. Past empirical research on shared leadership has operationalized it as the overall quantity of leadership in the team, neglecting the essence of the conceptual definition – the distribution of leadership. In order to align the conceptual definition with an operational one, we examined shared leadership as network centralization using social network analysis. Using this operational definition, shared leadership was positively related to team performance. Additionally, longitudinal analyses revealed that shared leadership increased over time and was differentially related to antecedents of trust and team collectivism.

The role of shared leadership in enhancing the quantity and quality of team performance: The influence of perceived task complexity

2019 ◽  
Vol 27 (5) ◽  
pp. 30-32
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Task Complexity ◽  
Content Type ◽  
Team Members ◽  
Team Decision ◽  
First Time ◽  
The Relationship

Purpose This paper aims to examine the influence of shared leadership on team performance in terms of quantity and quality and in addition the moderating effect of task complexity on this relationship. Design/methodology/approach Data was gathered from 26 teams of students from a major university in Germany who completed a laboratory team decision-making exercise. Findings The results suggest that teams sharing leadership showed better team performance and made fewer errors. They achieved higher levels of quality of performance. In addition, if the team members viewed the task as highly complex then the quality of their performance was increased. Practical implications Therefore for organizations to optimize team performance shared leadership should be promoted, the SNA should be used to develop interventions and training and influencing perceptions of task complexity should be considered as an important strategy to stimulate shared leadership in teams. Originality/value This paper has an original approach by testing for the first time how perceived task complexity moderates the relationship between shared leadership and team performance and by developing an original team task to investigate shared leadership.

Shared leadership effectiveness: perceived task complexity as moderator

2018 ◽  
Vol 24 (5/6) ◽  
pp. 298-315 ◽  
Author(s):  
Elisabeth Müller ◽  
Sandra Pintor ◽  
Jürgen Wegge
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Task Complexity ◽  
Content Type ◽  
Team Members ◽  
Team Task ◽  
Social Network Approach ◽  
Meta Analyses ◽  
Perceived Complexity

PurposeThis paper aims to examine the effect of shared leadership on both quantity and quality of team performance, predicting that shared leadership enhances performance by affecting quantity (level of performance) as well as quality (team errors). In addition, this paper also investigates the role of perceived task complexity in moderating the effect of sharing leadership on team performance.Design/methodology/approachIn total, 26 teams (N= 78) were asked to work on an interdependent team-task, where they engaged in a laboratory team decision-making exercise.FindingsResults revealed that teams sharing leadership made fewer errors. They achieved higher levels of quality of performance. As predicted, this effect was stronger when team members perceived the task as highly complex, even though objective task difficulty was constant.Research limitations/implicationsThis study extends current literature on shared leadership by documenting that sharing the lead in teams can also improve the quality of team performance and that perceived complexity of tasks is an important moderator of this effect.Practical implicationsBased on the findings, influencing perceptions of task complexity can be considered as an important strategy to stimulate shared leadership in teams.Originality/valueUsing social network approach, the authors showed that shared leadership is an important tool for preventing team errors and offer a new explanation for inconsistent findings from recent meta-analyses by showing that perceived task complexity moderates the effects of shared leadership. Additionally, this study offers an original team task for investigating shared leadership in teams.

Is the Most Effective Team Leadership Shared?

2010 ◽  
Vol 9 (3) ◽  
pp. 105-116 ◽  
Author(s):  
Julia Elisabeth Hoch ◽  
Craig L. Pearce ◽  
Linda Welzel
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Team Leadership ◽  
Project Teams ◽  
Team Coordination ◽  
Team Members ◽  
Age Diversity ◽  
Performance Results ◽  
The Impact ◽  
The Relationship

In the present paper we examine the moderating effects of age diversity and team coordination on the relationship between shared leadership and team performance. Using a field sample of 96 individuals in 26 consulting project teams, team members assessed their team’s shared leadership and coordination. Six to eight weeks later, supervisors rated their teams’ performance. Results indicated that shared leadership predicted team performance and both age diversity and coordination moderated the impact of shared leadership on team performance. Thereby shared leadership was positively related to team performance when age diversity and coordination were low, whereas higher levels of age diversity and coordination appeared to compensate for lower levels of shared leadership effectiveness. In particular strong effects of shared leadership on team performance were evident when both age diversity and coordination were low, whereas shared leadership was not related to team performance when both age diversity and coordination were high.

Positive Leadership Behaviour and Flourishing: The Mediating Role of Trust in Information Technology Organizations

2019 ◽  
Vol 6 (2) ◽  
pp. 258-277
Author(s):  
Sunil Kumar Ramdas ◽  
Harold Andrew Patrick
Keyword(s):  
Information Technology ◽  
Team Members ◽  
Positive Leadership ◽  
Mediating Role ◽  
Leadership Behaviour ◽  
Research Outcome ◽  
High Level ◽  
The Relationship ◽  
Leadership Approaches

Leaders across the globe have the accountability of leading their team members, ensuring a high level of trust in workplace (TWP) to flourish and enabling organizations towards goal achievement. These leaders work closely with their employees by recognizing their strengths and appreciating their accomplishment. They empower employees to higher levels of performance, thus creating value for stakeholders. The purpose of this research was to investigate the mediating role of TWP between positive leadership and flourishing. A total of 203 employees from the top 10 information technology (IT) organizations participated in the survey and completed three standardized, valid and reliable instruments. It was found that employees do experience positive leadership, flourishing and TWP to a moderate extent. A significant relationship was found between positive leadership, flourishing and TWP. These two moderately affected employees flourishing at the workplace. A model was developed and tested, it was found to be a good fit. Positive leadership behaviour (PLB) and TWP significantly influenced flourishing of employees. TWP mediated the relationship between PLB and flourishing. Findings of this study suggest that positive leaders are perceived as someone who recognize and focus on the strengths and accomplishments of employees. The research outcome will help develop strategies for leaders to explore and imbibe positive leadership approaches which would aid in developing a positive relationship between the constructs to engage employees better and move towards organizational success. The study is an attempt to examine the relationship between the constructs and contribute towards PLB, TWP and flourishing theory in the Indian IT context.

Development of a German-Language Questionnaire to Measure Collective Orientation as an Individual Attitude

2017 ◽  
Vol 76 (3) ◽  
pp. 91-105 ◽  
Author(s):  
Vera Hagemann
Keyword(s):  
Team Performance ◽  
Reliability And Validity ◽  
Future Research ◽  
German Language ◽  
Team Members ◽  
Collective Orientation ◽  
Team Research ◽  
German Speaking ◽  
Individual Variables ◽  
The Individual

Abstract. The individual attitudes of every single team member are important for team performance. Studies show that each team member’s collective orientation – that is, propensity to work in a collective manner in team settings – enhances the team’s interdependent teamwork. In the German-speaking countries, there was previously no instrument to measure collective orientation. So, I developed and validated a German-language instrument to measure collective orientation. In three studies (N = 1028), I tested the validity of the instrument in terms of its internal structure and relationships with other variables. The results confirm the reliability and validity of the instrument. The instrument also predicts team performance in terms of interdependent teamwork. I discuss differences in established individual variables in team research and the role of collective orientation in teams. In future research, the instrument can be applied to diagnose teamwork deficiencies and evaluate interventions for developing team members’ collective orientation.

Recovery boiler sootblowers: History and technological advances

TAPPI Journal ◽  
2015 ◽  
Vol 14 (1) ◽  
pp. 51-60
Author(s):  
HONGHI TRAN ◽  
DANNY TANDRA
Keyword(s):  
Cfd Modeling ◽  
Computing Systems ◽  
The Past ◽  
Technological Advances ◽  
Recovery Boilers ◽  
Computational Fluid Dynamics Cfd ◽  
Recovery Boiler ◽  
Steam Parameters ◽  
Insight Into ◽  
Deposit Removal

Sootblowing technology used in recovery boilers originated from that used in coal-fired boilers. It started with manual cleaning with hand lancing and hand blowing, and evolved slowly into online sootblowing using retractable sootblowers. Since 1991, intensive research and development has focused on sootblowing jet fundamentals and deposit removal in recovery boilers. The results have provided much insight into sootblower jet hydrodynamics, how a sootblower jet interacts with tubes and deposits, and factors influencing its deposit removal efficiency, and have led to two important innovations: fully-expanded sootblower nozzles that are used in virtually all recovery boilers today, and the low pressure sootblowing technology that has been implemented in several new recovery boilers. The availability of powerful computing systems, superfast microprocessors and data acquisition systems, and versatile computational fluid dynamics (CFD) modeling capability in the past two decades has also contributed greatly to the advancement of sootblowing technology. High quality infrared inspection cameras have enabled mills to inspect the deposit buildup conditions in the boiler during operation, and helped identify problems with sootblower lance swinging and superheater platens and boiler bank tube vibrations. As the recovery boiler firing capacity and steam parameters have increased markedly in recent years, sootblowers have become larger and longer, and this can present a challenge in terms of both sootblower design and operation.

Upcoming Drifts In Bio-Similars

2020 ◽  
Vol 15 ◽  
Author(s):  
Geeta Aggarwal ◽  
Manju Nagpal ◽  
Ameya Sharma ◽  
Vivek Puri ◽  
Gitika Arora Dhingra
Keyword(s):  
Metabolic Diseases ◽  
Market Competition ◽  
Current Status ◽  
Medicinal Products ◽  
The Past ◽  
Biologic Activity ◽  
Emerging Trends ◽  
Regulatory Guidelines ◽  
Food Drug Administration ◽  
Insight Into

Background: Biopharmaceuticals such as Biologic medicinal products have been in clinical use over the past three decades and have benefited towards the therapy of degenerative and critical metabolic diseases. It is forecasted that market of biologics will be going to increase at a rate of 20% per year, and by 2025, more than ˃ 50% of new drug approvals may be biological products. The increasing utilization of the biologics necessitates for cost control, especially for innovators products that have enjoyed a lengthy period of exclusive use. As the first wave of biopharmaceuticals is expired or set to expire, it has led to various opportunities for the expansion of bio-similars i.e. copied versions of original biologics with same biologic activity. Development of biosimilars is expected to promote market competition, meet worldwide demand, sustain the healthcare systems and maintain the incentives for innovation. Methods: Appraisal of published articles from peer reviewed journals, PubMed literature, latest news and guidelines from European Medicine Agency, US Food Drug Administration (FDA) and India are used to identify data for review. Results: Main insight into the quality requirements concerning biologics, current status of regulation of biosimilars and upcoming challenges lying ahead for the upgrading of marketing authorization of bio-similars has been incorporated. Compiled literature on therapeutic status, regulatory guidelines and the emerging trends and opportunities of biosimilars has been thoroughly stated. Conclusion: Updates on biosimilars will support to investigate the possible impact of bio-similars on healthcare market.

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