Changing Digital Age in the Wake of COVID-19

Virtual teams play a crucial role in today’s knowledge-based organisation for overcoming challenges in our dynamic world, especially in the current situation of the COVID-19 pandemic. Teams play a key role in today’s knowledge-based organization for overcoming challenges in our dynamic world. Drawing on social information processing theory, this study explores the effect of members’ humility and team environment within a leaderless team mainly based on virtual platforms. Their impacts on shared leadership, relationship conflict and team and individual performance were investigated. Surveying 219 students forming 61 virtual leaderless teams, our findings showed that a high level of humility and a positive team environment can help to improve shared leadership within a team, which contributes to team performance. Moreover, both humility and team environment have a negative relationship with relationship conflict, which depressed both team and individual performance. Our analysis also indicated that humility positively interacts with team environment on shared leadership.

Alerts as Coordination Mechanisms

In this study, we explore how clinical decision support features can be designed to aid teams in caring for patients during time-critical medical emergencies. We interviewed 12 clinicians with experience in leading pediatric trauma resuscitations to elicit design requirements for decision support alerts and how these alerts should be designed for teams with shared leadership. Based on the interview data, we identified three types of decision support alerts: reminders to perform tasks, alerts to changes in patient status, and suggestions for interventions. We also found that clinicians perceived alerts in this setting as coordination mechanisms and that some alert preferences were associated with leader experience levels. From these findings, we contribute three perspectives on how alerts can aid coordination and discuss implications for designing decision support alerts for shared leadership in time-critical medical processes.

Transformational Leadership Versus Shared Leadership for Team Effectiveness

This study aims at investigating the effect of transformational leadership and shared leadership on dimensions of team effectiveness and the mediating role of teamwork orientation. The data were collected from members of working teams in companies of different fields in Vietnam. The results show that both transformational leadership and shared leadership are significantly associated to team effectiveness including team performance, quality of team experience, and team viability. The effects of transformational leadership are more robust compared to those of shared leadership while both leadership styles are dramatically relevant to team viability. In addition, teamwork orientation serves as a significant partial mediator in the relationship between transformational leadership, shared leadership, and dimensions of team effectiveness. The study is an early research in evaluating the effect of transformational leadership and shared leadership on three dimensions of team effectiveness, namely team performance, quality of team experience, and team viability. It is also the very first to explore the mediating role of teamwork orientation in the effect of leadership approaches on components of team effectiveness. The study offers interesting empirical evidence of an under-researched Asian emerging economy – Vietnam – so providing practical implications for companies in Vietnamese context in particular and similar Asian economies.

Interplay of Shared Leadership Practices of Principals, Teachers’ Soft Skills and Learners’ Competitiveness in COVID 19 Era: Implications to Economics of Educational Leadership

The COVID 19 pandemic had a significant impact on both the administration and instructional delivery. A close partnership between administrators and teachers is essential to students' overall growth, particularly in this COVID 19 era. This study employed a descriptive correlational research design. A survey was done using online to selected schools in South East Asian countries. From the study, it can be inferred that the highly positive results are seen on the level of principal shared leadership practices are manifested by the school heads, teachers' soft skills enhancement, and learners' competitiveness. The school heads are capable of exuding shared leadership aspects on effective communication, proper coordination, direction, and influence. Test of relationship showed a positive interplay between principals' shared leadership with the selected variables on teachers' soft skills and learners' competitiveness. Research on the comparative impacts of leadership styles will assist policymakers and practitioners in better understand which leadership techniques are most successful for specific elements of school reform efforts, in our view. Further, the implications of this study will help teachers better their interpersonal and administrative abilities while administrators are urged to continue to improve their leadership techniques. The result of this present study will provide a way for policymakers and other stakeholders to fund allocation and develop a plan of action to strengthen principal leadership in the COVID 19 era.

Developing Scientists Into Leaders: The Role of Shared Leadership Development and Engagement in an R&D Organization Undergoing Change

<p>Organizations may face a number of challenges in the current economy. In particular, the environment is rapidly changing and knowledge intensive firms must motivate autonomous professional workers toward organizational goals. This thesis therefore investigates the role of shared leadership as a means to address some of these challenges. However, shifting to a shared model of leadership fundamentally requires the development of knowledge, skills and abilities to effectively share influence. Thus, this study sought to investigate whether a shared Leadership Development Program (LDP) impacts on employee engagement, and whether this affects organizational change efforts. It probed these relationships through the single case of a Research and Development (R&D) organization forced to undergo a change in response to changes in the external environment and an internal organizational crisis. Results showed that in conjunction with conditions for shared leadership, developing a multi-level leader identity was an effective means to develop shared leadership skills that were tied to the organizations goals. However, shared leadership conflicted with existing organization structures and was limited by an effective group size. Nonetheless, the LDP provided antecedents to engagement by; increasing personal resources, establishing meaningful identities, providing valuable job characteristics and was symbolic of organizational support. Job crafting and social exchange theory offered an explanation of how these antecedents contributed to greater levels of work and organizational engagement. Interestingly, engagement appeared to be a process of inter-relating components, with the final state of engagement fluctuating over time and in some cases increasing relative to a baseline level. Once engaged, these individuals went on to spread their engagement to colleagues, encouraging them to support the new direction. Furthermore, the future leaders initiated projects that generated additional revenue and new customer bases, which suggests that the LDP played a role in the organizations financial turnaround – although this was not conclusively proven. This study therefore provides evidence that organizational transformations may be more effective if shared leadership is developed. This can lift engagement in a core group of staff, who can garner the support of their colleagues, and increase overall engagement with the organization. Further research is required to generalize these findings beyond a single case and more accurately quantify the relationship between shared leadership development, engagement and organizational transformation.</p>

Developing Scientists Into Leaders: The Role of Shared Leadership Development and Engagement in an R&D Organization Undergoing Change

<p>Organizations may face a number of challenges in the current economy. In particular, the environment is rapidly changing and knowledge intensive firms must motivate autonomous professional workers toward organizational goals. This thesis therefore investigates the role of shared leadership as a means to address some of these challenges. However, shifting to a shared model of leadership fundamentally requires the development of knowledge, skills and abilities to effectively share influence. Thus, this study sought to investigate whether a shared Leadership Development Program (LDP) impacts on employee engagement, and whether this affects organizational change efforts. It probed these relationships through the single case of a Research and Development (R&D) organization forced to undergo a change in response to changes in the external environment and an internal organizational crisis. Results showed that in conjunction with conditions for shared leadership, developing a multi-level leader identity was an effective means to develop shared leadership skills that were tied to the organizations goals. However, shared leadership conflicted with existing organization structures and was limited by an effective group size. Nonetheless, the LDP provided antecedents to engagement by; increasing personal resources, establishing meaningful identities, providing valuable job characteristics and was symbolic of organizational support. Job crafting and social exchange theory offered an explanation of how these antecedents contributed to greater levels of work and organizational engagement. Interestingly, engagement appeared to be a process of inter-relating components, with the final state of engagement fluctuating over time and in some cases increasing relative to a baseline level. Once engaged, these individuals went on to spread their engagement to colleagues, encouraging them to support the new direction. Furthermore, the future leaders initiated projects that generated additional revenue and new customer bases, which suggests that the LDP played a role in the organizations financial turnaround – although this was not conclusively proven. This study therefore provides evidence that organizational transformations may be more effective if shared leadership is developed. This can lift engagement in a core group of staff, who can garner the support of their colleagues, and increase overall engagement with the organization. Further research is required to generalize these findings beyond a single case and more accurately quantify the relationship between shared leadership development, engagement and organizational transformation.</p>