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“NO ONE CAN DO IT ALL”: THE (CHANGING) ROLE OF EXTERNAL MANAGERS FOR TEAM EMPOWERMENT IN AGILE TEAMS

2023 | European Conference On Information Systems | Citations: 0
Authors: Fischer, Mareike; Rosenkranz, Christoph

Abstract: Agile software development teams need a high degree of team empowerment. Yet, a ... Expand

Abstract: Agile software development teams need a high degree of team empowerment. Yet, autonomous decisionmaking and self-organization are at odds with traditional command-and-control management. As more and more organizations adopt agile methods at a large scale, managers can be either a burden or a facilitator in the endeavor to achieve agility. Prior research has studied the internal processes of agile teams, but our understanding of the role of team-external managers is limited. In this research, we conducted a case study in five teams in a large organization currently undergoing an agile transformation. We developed a theoretical model of team-external management and its effects on team empowerment. We provide recommendations for practitioners and a set of hypotheses for empirical testing in future studies. Collapse

Semantic filters: leadership theory

Topics: customer service self efficacy organization structure change management user satisfaction

Methods: qualitative interview theory development qualitative coding case study company material

Theories: leadership theory
Personality and E-petition Success: Perspectives of Online Leadership

2023 | Americas Conference on Information Systems | Citations: 0
Authors: Wu, Jiao; Wang, Ying

Abstract: Online petitions have been a popular and effective means for the public to voic ... Expand

Abstract: Online petitions have been a popular and effective means for the public to voice their opinions and potentially influence society. E-petitioners can be regarded as influencers or leaders who leverage their social impacts beyond the digital world. In the current study, we collected 41,952 e-petitions from change.org and used an advanced text-mining model (Roberta-base model) to detect petitioners' Big Five personality traits. Then, by applying the trait theory and leadership literature, we developed a research model and provided an in-deep understanding of how petitioners' personalities can influence the petition's success. Our findings indicate that while neuroticism turns out to have a positive effect, agreeableness and conscientiousness are significant negative factors that can hinder the success of an online petition. Collapse

Semantic filters: leadership theory

Topics: personality government system

Methods: regression analysis method deep learning natural language processing survey

Theories: big five model leadership theory personality theory
Balancing Agility and Hierarchical Culture through Leadership Sensemaking

2023 | Americas Conference on Information Systems | Citations: 0
Authors: Xu, Peng; Shen, Yide

Abstract: Many organizations are embracing agile values and principles as a strategic pri ... Expand

Abstract: Many organizations are embracing agile values and principles as a strategic priority. However, improving agility is never an easy task. In their agile journeys, organizations still face significant barriers and challenges, such as culture clashes and lack of leadership. Agile principles and values are especially hampered by hierarchical cultures, which are still common in many companies and organizations. Using a sense-making theoretical lens, this study conducted a case study in two organizations to understand agile leadership roles in achieving a balance between agility and hierarchical cultures. The results show how agile leaders play mediator and navigator roles in vertical and horizontal sense-making processes, respectively, to build psychological safety and an agile mindset at an organizational level. Collapse

Semantic filters: leadership theory

Topics: sensemaking project management IT project management IT manager cloud computing

Methods: qualitative coding qualitative interview case study

Theories: leadership theory
“Primus inter Pares”?—The Perception of Emergent Leadership Behavior in Agile Software Development Teams
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2022 | HICSS | Citations: 0
Authors: Biehler, Jan; Przybilla, Leonard; Krcmar, Helmut

Abstract: Despite being a key feature of Agile Software Development (ASD), self-organizati ... Expand

Abstract: Despite being a key feature of Agile Software Development (ASD), self-organization within ASD teams has received limited research attention. Hence, this study furthers our understanding of how informal emergent leadership may develop within ASD teams by combining knowledge on ASD teams with extant research on emergent leadership. In an exploratory mixed-method study of two Scrum teams, we observed two specific types of emergent leaders, namely, a “detail-oriented structurer”, and a “big picture coordinator.” For emergent leadership to develop, the Scrum master had to create a “leadership gap.” Given this leadership gap, emergent leadership may develop in a circular manner: specific behaviors of team members and their perceptions may provide the basis for emergent leadership, which combined with implicit leadership theories of team members give rise to a leadership structure. Our results add to research on emergent leadership and increase our understanding of self-organization in ASD teams. Collapse

Semantic filters: leadership theory

Topics: Scrum video conference

Methods: qualitative interview survey design methodology mixed method personal interview

Theories: leadership theory
Context is key: The joint roles of transformational and shared leadership and management innovation in predicting employee IT innovation adoption
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2022 | International Journal of Information Management | Citations: 5
Authors: Bunjak, Aldijana; Bruch, Heike; Černe, Matej

Abstract: This study investigates how transformational leadership, through shared leadersh ... Expand

Abstract: This study investigates how transformational leadership, through shared leadership, predicts followers’ infor mation technology (IT) innovation adoption at work. We further examine how management innovation acts as an organizational-level enabler, enhancing the impact of leadership on followers’ IT innovation adoption. To test our hypotheses, we conducted a multi-source, multi-level field study of 5884 employees and 92 of their leaders in small- and medium-sized German companies. Data were analyzed by applying multi-level moderated-mediation analysis. The study findings revealed that shared leadership mediated the relationship between perceived transformational leadership and followers’ IT innovation adoption at the individual level. Moreover, organizational-level management innovation moderated the relationship between transformational leadership and IT innovation adoption, mediated by shared leadership. Taken together, our findings indicate that trans formational leadership has the power to motivate followers to lead themselves toward implementing digital change. Our study contributes to shaping a multi-level organizational context that promotes IT innovation adoption at work. Collapse

Semantic filters: leadership theory

Topics: innovation management digital innovation technology adoption information system use technological change

Methods: survey field study theory development statistical hypothesis test design artifact

Theories: leadership theory
Leading in the digital age: A systematic review on leader traits in the context of e-leadership

2022 | European Conference On Information Systems | Citations: 0
Authors: Tuschner, Christian; Krath, Jeanine; Bings, Jan; Schwenkmezger, Marvin; Etzkorn, Manuel; Korflesch, Harald von

Abstract: Due to the rapid changes in work environments caused by the Covid-19 pandemic, ... Expand

Abstract: Due to the rapid changes in work environments caused by the Covid-19 pandemic, leadership has shifted from face-to-face to virtual contexts. Accordingly, the new challenges require specific e-leader traits. To summarize the divergent scholarly discussion, we conducted a systematic review and identified distal (i.e., personality, cognitive abilities, motives and attitudes, and core beliefs) and proximal (i.e., skills) attributes of e-leaders. Our results show that some traditional leader traits such as technological, communication, motivational, and organizational skills are also important for e-leadership. However, certain traits become increasingly important in virtual contexts: e-leaders need adaptability and risktaking to deal with constant change, and higher cultural, social, and emotional intelligence to foster collaboration in diversified teams. In addition, digital technologies require particular change management, coaching, and trust-building skills. Our findings contribute to the current discussion on e-leadership and help practitioners train their leaders towards the identified e-leader profile. Collapse

Semantic filters: leadership theory

Topics: personality information system use change management decision making database system

Methods: structured literature research literature sample literature study qualitative interview survey

Theories: leadership theory
Behavior change through wearables: the interplay between self-leadership and IT-based leadership
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2021 | Electronic Markets | Citations: 0
Authors: Lehrer, Christiane; Eseryel, U. Yeliz; Rieder, Annamina; Jung, Reinhard

Abstract: Physical inactivity is a global public health problem that poses health risks to ... Expand

Abstract: Physical inactivity is a global public health problem that poses health risks to individuals and imposes financial burdens on already strained healthcare systems. Wearables that promote regular physical activity and a healthy diet bear great potential to meet these challenges and are increasingly integrated into the healthcare system. However, extant research shows ambivalent results regarding the effectiveness of wearables in improving users’ health behavior. Specifically important is understanding users’ systematic behavior change through wearables. Constructive digitalization of the healthcare system requires a deeper understanding of why some users change their behavior and others do not. Based on self-leadership theory and our analysis of narrative interviews with 50 long-term wearable users, we identify four wearable use patterns that bring about different behavioral outcomes: following, ignoring, combining, and self-leading. Our study contributes to self-leadership theory and research on individual health information systems and has practical implications for wearable and healthcare providers. Collapse

Semantic filters: leadership theory

Topics: smart wearable device mobile system health information system artificial intelligence intrinsic motivation

Methods: qualitative interview experiment design artifact theory development literature sample

Theories: leadership theory theory of affordance
Making the First Step Towards Robotic Leadership – Hiring Decisions for Robotic Team Leader Candidates

2021 | International Conference on Information Systems | Citations: 0
Authors: Wolf, Franziska; Stock-Homburg, Ruth Maria

Abstract: This article takes a closer look into the underlying mechanisms of hiring decis ... Expand

Abstract: This article takes a closer look into the underlying mechanisms of hiring decisions for robotic leader candidates as key prerequisite for the successful setup of mixed work human-robot teams (HRTs). Utilizing response surface analysis, we compared the relationship between expected and experienced usefulness and attitude and the likelihood to hire a human or robotic candidate as team leader. The results show that for the robotic candidate usefulness follows an assimilation-contrast model in which negative (positive) disconfirmation outside of a zone of tolerance leads to amplified negative (positive) evaluation of the likelihood to hire. For attitude on the other hand, any deviation from confirmation leads to negative evaluation of the likelihood to hire. This indicates a discrepancy between the perception of task-related and relational measures for robots. This article contributes to research by extending implicit leadership theory to HRT settings and providing insights for companies on how to introduce social robots. Collapse

Semantic filters: leadership theory

Topics: robotic artificial intelligence pandemic ease of use laptop computer

Methods: regression analysis method survey survey design longitudinal research autocorrelation analysis

Theories: leadership theory technology acceptance model cognitive dissonance theory
Emergent Customer Team Performance and Effectiveness: An Ex Post Facto Study on Cognition and Behavior in Enterprise Systems Implementation

2020 | Communications of the Association for Information Systems | Citations: 0
Authors: Bellini, Carlo; Pereira, Rita; Becker, João

Abstract: Implementing enterprise systems usually involves a partnership between the custo ... Expand

Abstract: Implementing enterprise systems usually involves a partnership between the customer organization’s internal team and an external team with professionals from the technology supplier and the business consultants. On both sides, team performance (a process) and team effectiveness (an outcome) emerge partly due to the unpredictable effects of the interaction between human factors at the individual level. Thus, a team’s dynamics and achievements may not fully correspond to its members’ individual characteristics—for instance, a modest team may be formed by outstanding individuals, and an outstanding team may be formed by modest individuals. With an ex post facto approach and a case study on a successful ERP customization project, we studied the interaction effects between human factors (here represented by cognition and behavior) that lead to team performance and effectiveness. Moreover, we focused on the customer side of teamwork due to gaps identified in the literature. Individual team members in our study did not score the highest in several cognitive and behavioral measures; thus, we conclude that a high-performance, effective team does not necessarily possess a theoretically ideal cognitive and behavioral archetype. This study further contributes to the ambiguous debate on performance and effectiveness, their emergent nature, and the role of team management. Collapse

Semantic filters: leadership theory

Topics: team productivity enterprise resource planning organizational change usability ergonomics

Methods: qualitative interview case study personal interview qualitative content analysis digital trace data

Theories: leadership theory theory of bounded rationality
Doing Agile vs. Being Agile - Understanding Their Effects to Improve Agile Work

2020 | International Conference on Information Systems | Citations: 3
Authors: Eilers, Karen; Simmert, Benedikt; Peters, Christoph

Abstract: Companies show a growing demand in corporate agility. The effects of so-called d ... Expand

Abstract: Companies show a growing demand in corporate agility. The effects of so-called doing and being agile are the key for positive outcomes in agile work. Scrum is used by companies to make them more agile. The present study examines the interaction of doing agile (leadership, work design) and being agile (individual characteristics, empowerment) in relation to satisfaction and commitment based on an online survey of 129 Scrum development team members. The results show that work design and leadership impact empowerment and that the latter leads to both job satisfaction and commitment. Team orientation has no effect. Openness for new actions moderates the relationship between work design and the outcome variables. The results can be used in practice to increase the satisfaction and commitment within Scrum. They provide an insight into the impact structure within Scrum and are thus also the basis for future research. Collapse

Semantic filters: leadership theory

Topics: Scrum job satisfaction agile software development individual characteristic knowledge base

Methods: survey design methodology Z-test regression analysis method linear regression analysis

Theories: goal setting theory job characteristics theory leadership theory

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Found 48 articles

“NO ONE CAN DO IT ALL”: THE (CHANGING) ROLE OF EXTERNAL MANAGERS FOR TEAM EMPOWERMENT IN AGILE TEAMS

Personality and E-petition Success: Perspectives of Online Leadership

Balancing Agility and Hierarchical Culture through Leadership Sensemaking

“Primus inter Pares”?—The Perception of Emergent Leadership Behavior in Agile Software Development Teams

Context is key: The joint roles of transformational and shared leadership and management innovation in predicting employee IT innovation adoption

Leading in the digital age: A systematic review on leader traits in the context of e-leadership

Behavior change through wearables: the interplay between self-leadership and IT-based leadership

Making the First Step Towards Robotic Leadership – Hiring Decisions for Robotic Team Leader Candidates

Emergent Customer Team Performance and Effectiveness: An Ex Post Facto Study on Cognition and Behavior in Enterprise Systems Implementation

Doing Agile vs. Being Agile - Understanding Their Effects to Improve Agile Work