Leadership behaviour that facilitates shared leadership emergence in internationally dispersed non-formal teams
South African Journal of Business Management
| Field | Value | |
| Title | Leadership behaviour that facilitates shared leadership emergence in internationally dispersed non-formal teams | |
| Creator | van Zyl, Jandre Hofmeyr, Karl | |
| Description | 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. | |
| Publisher | AOSIS | |
| Date | 2021-09-22 | |
| Identifier | 10.4102/sajbm.v52i1.2695 | |
| Source | South African Journal of Business Management; Vol 52, No 1 (2021); 13 pages 2078-5976 2078-5585 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajbm.org/index.php/sajbm/article/view/2695/1956
https://sajbm.org/index.php/sajbm/article/view/2695/1957
https://sajbm.org/index.php/sajbm/article/view/2695/1959
https://sajbm.org/index.php/sajbm/article/view/2695/1960
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