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Action-centered team leadership influences more than performance

机译：以行动为中心的团队领导力比绩效影响更大

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Purpose - Building on a social-technical approach to project management, the authors aim to examine the effect of action-centered leadership attributes on team member's learning, knowledge collaboration and job satisfaction during IT-related projects. Design/methodology/approach - Structural equation modeling was utilized to assess the work environment of team members as well as the leadership practices of their respective project team leaders. Data were collected with a survey questionnaire from 327 team members in a variety of organizations in 15 industry sectors including financial services, software, manufacturing, retail, government and universities. Findings - The identified action-centered project leadership practices (effective task management, team efficacy cultivation, and individual autonomy support) create a project team environment that fosters individual learning and knowledge collaboration along with individual performance and job satisfaction, and ultimately project success. Research limitations/implications - The action-centered leadership practices construct, developed in this study, can be a good surrogate measure of what is required to be an effective leader in an IT project team environment. The main limitations of the research are those inherent in the survey method (self-reported; subjective data). Practical implications - In a project team environment, it is essential that all team members collaborate effectively to increase the likelihood of project success. The implication for managers from these findings is that concentrating more on the identified action-centered leadership practices can positively influence the team environment. Originality/value - Although previous studies have described attributes that influence team performance, a clearer understanding of what team leadership practices enable a project manager to be effective warrants further investigation. A second order construct merges these team leadership practice attributes and validates its use.
机译：目的-基于社会技术方法进行项目管理，作者旨在研究以行动为中心的领导力属性对IT相关项目中团队成员的学习，知识协作和工作满意度的影响。设计/方法/方法-结构方程模型用于评估团队成员的工作环境以及他们各自项目团队负责人的领导实践。通过调查问卷从15个行业的各个组织的327名团队成员收集了数据，这些行业包括金融服务，软件，制造，零售，政府和大学。调查结果-确定的以行动为中心的项目领导实践（有效的任务管理，团队效能培养和个人自主支持）创建了一个项目团队环境，该环境促进了个人学习和知识协作以及个人绩效和工作满意度，并最终实现了项目成功。研究的局限性/含义-在这项研究中开发的以行动为中心的领导实践构架可以很好地替代在IT项目团队环境中成为有效领导者所需的条件。研究的主要局限性是调查方法固有的局限性（自我报告；主观数据）。实际意义-在项目团队环境中，至关重要的是所有团队成员必须有效协作以增加项目成功的可能性。这些发现对管理人员的启示是，更多地专注于已确定的以行动为中心的领导实践可以对团队环境产生积极影响。独创性/价值-尽管以前的研究已经描述了影响团队绩效的属性，但是对什么是团队领导实践才能使项目经理有效的更清晰的了解值得进一步调查。二阶结构合并了这些团队领导实践属性并验证了其用法。

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