 Impact of self-leadership and shared leadership on the performance of virtual R&D teamsSylvaine Castellano, Komes Chandavimol, Insaf Khelladi and Mehmet A. Orhan Journal of Business Research, 2021, vol. 128, issue C, 578-586 Abstract: 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. Keywords: R&D team; Virtual team; Shared leadership; Self-leadership; Trust; Potency (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:128:y:2021:i:c:p:578-586 DOI: 10.1016/j.jbusres.2020.12.030 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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