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

机译：自我领导力和共同领导对虚拟研发团队绩效的影响

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摘要

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.
机译：管理地理位置分散的研发团队仍然是一个复杂的任务。全球虚拟团队的当代领导风格是一个有关的，但无法开发的研究主题，可以帮助实现更大的工作场所有效性。本研究的目的是分析自我和共同领导对虚拟研发团队的绩效的影响。信任，效力和承诺调解了自我和共享领导的相互作用的影响以及虚拟研发团队的表现。结果表明，自我导向的领导者需要效力和承诺从虚拟研发团队中提取更高的性能水平。此外，信托是通过自我领导地位实现共同领导的必要结构。调查结果丰富了领导力和虚拟团队的文献。他们对管理人员和公司在虚拟研发团队中实施内部和/或组织间安排的管理者和公司具有实际影响。

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