Exploring the interaction between vertical and shared leadership in information systems development projects

被引：54
作者：
Hsu, Jack Shih-Chieh [1 ]
Li, Yuzhu [2 ]
Sun, Hua [3 ]
机构：
[1] Natl Sun Yat Sen Univ, Dept Informat Management, 70 Lienhai Rd, Kaohsiung 80424, Taiwan
[2] Univ Massachusetts Dartmouth, Dept Decis & Informat Sci, Charlton Coll Business, 285 Old Westport Rd, N Dartmouth, MA 02747 USA
[3] Shandong Univ, Sch Management, 27 Shanda Nanlu, Jinan 250100, Shandong, Peoples R China
来源：
INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT | 2017年 / 35卷 / 08期
基金：
中国国家自然科学基金;
关键词：
Shared leadership; Vertical leadership; Information systems development; Project teams; Role theory; TEAM MENTAL MODEL; MODERATING ROLE; TRANSFORMATIONAL LEADERSHIP; MANAGEMENT TEAMS; GROUP DIVERSITY; PERFORMANCE; KNOWLEDGE; CONFLICT; QUALITY; IMPACT;
D O I：
10.1016/j.ijproman.2017.08.009
中图分类号：
C93 [管理学];
学科分类号：
12 ; 1201 ; 1202 ; 120202 ;
摘要：
Leadership is a critical issue in the management of information systems development (ISD) projects. Recently, the importance of shared leadership (SL) has been emphasized alongside traditional vertical leadership (VL). Based on role theory, this study investigates the interactions between VL and SL within ISD project teamwork. We first propose value diversity reduces system quality by preventing a project team from adopting SL strategies. We further hypothesize that interventions by the formally assigned leader will ease the negative impact of value diversity on SL, and provide remedies when the effectiveness of SL is low. We tested these concepts using data collected from 90 ISD teams, and the results aligned well with our expectations (1) that SL partially mediates the negative impact of value diversity on system quality, and (2) that effective VL can both mitigate the adverse impacts of value diversity on SL, and stabilize teamwork when SL is absent. (C) 2017 Elsevier Ltd. APM and IPMA. All rights reserved.
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页码：1557 / 1572
页数：16
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