Patterns of empowerment and leadership style in project environment

Nauman, Shazia; Khan, Arshad; Ehsan, Nadeem

doi:10.1016/j.ijproman.2009.11.013

Cited by 76 publications

(37 citation statements)

References 53 publications

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“…Finally, at the team level, our study supports Bell and Kozlowski's () notion that distributed forms of leadership, such as empowering leadership, will be more impactful in teams with greater geographic dispersion, ultimately enhancing team performance (Nauman, Mansur Khan, & Ehsan, ; Pearce et al., ; Zhang, Tremaine, Egan, Milewski, O'Sullivan, & Fjermestad, ). In this way, the present research also contributes to empowering leadership theory by demonstrating an important new boundary condition for empowering leadership effects on dispersed team outcomes.…”

supporting

confidence: 80%

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Hill

Bartol

2015

Personnel Psychology

119

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Our research integrates theoretical perspectives related to distributed leadership in geographically dispersed teams with empowering leadership theory to build a multilevel model of virtual collaboration and performance in dispersed teams. We test the model with procurement teams in a major multinational corporation. Our results show a significant cross-level effect of empowering team leadership, such that under conditions of high empowering team leadership, a team member's virtual teamwork situational judgment (VT-SJ) is positively and significantly associated with his or her virtual collaboration behaviors and also indirectly with his or her individual performance in the team. At the team level, our findings also suggest that the impact of empowering leadership on team members' aggregate virtual collaboration, and indirectly on team performance, increases at higher levels of team dispersion. These findings shed important light on the role of team leadership in fostering effective collaboration and performance of geographically dispersed virtual teams.

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supporting

confidence: 80%

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Hill

Bartol

2015

Personnel Psychology

119

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“…Among the most effective leadership principles that make an impact on project's management are: promotion of decision-making with participation; exercise of open communication ensuring availability of information about the project; support, representation and empowerment in the distribution of powers; conflict resolution in the team; education and training of employees, etc. (Nauman at al., 2010).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…S. Nauman et al (2010) claims that it might be impossible to define the only one model of leadership in intercultural context, and the behavior of the leader which occurs when facing the challenges of management becomes a field requiring more and more attention. The purpose of the article is, on the basis of case analysis, to explore how the features of leadership differentiate between neighbor countries in the projects that require cooperation.…”

Section: Introductionmentioning

confidence: 99%

Examining Leadership Characteristics at International Multilaterals

Raišienė¹,

Pulokiene²,

Valickas³

2018

Montenegrin Journal of Economics

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The paper discusses leadership characteristics in international projects that require cooperation. The influence of the leader's traits and qualities on the implementation of the multilateral project was studied under the framework of the Latvia-Lithuania-Belarus TransBorder Cooperation Program. A multistage survey in different target groups was used for the research. The research revealed that there is no discrepancy between the effective leadership at multilaterals and effective leadership concepts in general. Nevertheless, some specific leader's characteristics and qualities can be underlined. Multilateral projects require leader to be competitive, self-confident, visionary and supportive at first. Herewith, the leader must have good knowledge on the project technical requirements, an ability to consult project team on performance, a capability to coordinate and to control project processes, a capacity to effectively manage project documentation, a competence of mentoring and employee engagement, an ability to meet project team needs, and perfect skills of project internal and external communication. The research also revealed that cultural differences of team members can determine the attitude towards leadership. JEL classification:L14; L38; M12.

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“…A voice reflects inner beliefs. Women use their “voice” to empower others to collaborate and move forward (Nauman et al, ).…”

Section: Women's Approach To Leadershipmentioning

confidence: 99%

“…The female leadership seminar series discussed in this paper was developed for a cohort of female graduate students based on the premise that these students had already self‐selected into a career path that required additional knowledge and that could lead to leadership opportunities. A collaborative approach was used to plan and implement the seminar series with the goal of empowering the participants to make decisions about their leadership potential (Nauman, Kahn, & Ehsan, ). Collaboration also reflected less of a powered position between leaders and participants (Chin, ), or what Hertneky () calls “leading through relationships” (p. 9).…”

Section: Introductionmentioning

confidence: 99%

Female Graduate Students’ Attitudes After Leadership Training

Grantham

Pidano

Whitcomb

2014

J of Leadership Studies

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Although the increasing focus on female leadership in both the popular press and scholarly literature is relatively recent, women's leadership is not. Women have traditionally played a role in civic and cultural arenas and now have a greater opportunity to bring their particular leadership strengths to a broad range of organizations. The current paper reports on a case study about participants' attitudes after participating in a leadership seminar series program for female graduate students at a university in the Northeast. The program's design incorporated networking, goal setting, skills training, and mentoring. Postprogram results (N = 17) on measures of Houghton and Neck's Revised Self-Leadership Questionnaire indicated signifi cant changes on all three of the leadership questionnaire's dimensions as well as on several subscales within the dimensions indicating that after the leadership training, the women were adapting to more transactional practices such as self-reward and goal setting.

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Patterns of empowerment and leadership style in project environment

Cited by 76 publications

References 53 publications

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Examining Leadership Characteristics at International Multilaterals

Female Graduate Students’ Attitudes After Leadership Training

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