The impact of multiple team memberships in leader

Abstract

Most of the research related to leadership and virtual teams has been developed under the assumption that members participate on one team at a time. However, scholars have recently noted that more organizations are having their employees working in multiple team environments, and most of this multiple team membership (MTM) is taking place in virtual teams. In this article, we present an analysis of how MTM might affect the creation and development of the Leader-Member Exchange relationship, LMX. To our understanding, this is the first attempt to explore the challenges that multiple team memberships carries in the creation and development on LMX relationships whether they are created in virtual or co-located teams.

Multiple project team membership and performance: Empirical evidence from engineering project teams

“…O' Leary et al (2011) stated that focused "attention on efficiency-oriented practices" explains the positive slope of the relationship, while fragmented attention" explains the negative slope of this curvilinear relationship. Other theoretical arguments for the negative relationship may be stress due to multiple demands from different project leaders (Wageman et al, 2012) and the decrease of high quality leader-member exchange (LMX) due to a stressful, dissatisfactory, and anxiety-provoking situation related to multiple LMX relationships in MTM (Alfaro, 2009). Besides MTM, this study also proposed several other factors that may impact on an individual's innovative performance, namely: project experience, education, emotional skills, cognitive skills and social skills.…”

The impact of multiple project team membership on individual and team learning: A micro-meso multi-level empirical study

“…Scholars have previously examined conditions and antecedents of MPTM (Mortensen et al, 2007;Chen et al, 2018), with most of the research focusing on the impact of MPTM on individuals or teams. Studies of the impact of MPTM on individuals include roles (Pluut et al, 2014), creativity (Alfaro, 2015), and performance (Van De Brake et al, 2017).…”