Impact of self-leadership and shared leadership on the performance of virtual R&D teams

Photo : Impact of self-leadership and shared leadership on the performance of virtual R&D teams

Managing geographically dispersed R&D teams remains a complex task. Contemporary leadership styles in global virtual teams is a pertinent—yet, unexplored—research topic, which can help achieve greater workplace effectiveness. The purpose of this study is to analyze the effects of self and shared leadership on the performance of virtual R&D teams. Trust, potency, and commitment mediate the influence of the interplay of self and shared leadership and the performance of virtual R&D teams.

The results show that self-oriented leaders need potency and commitment to extract higher performance levels from virtual R&D teams. In addition, trust is a necessary construct to achieve shared leadership through self-leadership. The findings enrich the literature on leadership and virtual teams. They have practical implications for managers and firms implementing intra and/or inter-organizational arrangements within virtual R&D teams.

Author(s)
  • Photo :

    Sylvaine Castellano Sylvaine Castellano is a Professor of Strategy. She joined EM Normandie in 2020. She has a PhD in management from the University of Luxembourg, awarded in 2010. Her thesis is on the dynamics of legitimacy and reputation in the wine industry in France. Her research interests are institutional and competitive dynamics, specifically in the wine and luxury markets. Her publications discuss the concepts of reputation, e-reputation and legitimacy. She has also written and coordinated books on entrepreneurship and online reputation. She is Director of research and leads the Laboratoire Métis (Métis Research Laboratory) at EM Normandie.

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