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Paper Type
ERF
Abstract
Prior research on software development teams has predominantly centered on traditional leadership styles, which is more unidirectional emphasizing authority and power. However, these teams necessitate the sharing of knowledge among members and the utilization of diverse expertise. The authors contend that teams embracing shared leadership, which is more dynamic and decentralized will enable members to comprehend the potential, capabilities, and knowledge of their peers, thereby influencing the performance of software development teams. Additionally, the paper suggests that task complexity may moderate the relationship between shared leadership and the performance of software development teams.
Paper Number
1408
Recommended Citation
Kurumathur, Shalini Kapali and Liu, Charles Zhechao, "Effect of Shared Leadership in software development teams" (2024). AMCIS 2024 Proceedings. 4.
https://aisel.aisnet.org/amcis2024/is_leader/is_leader/4
Effect of Shared Leadership in software development teams
Prior research on software development teams has predominantly centered on traditional leadership styles, which is more unidirectional emphasizing authority and power. However, these teams necessitate the sharing of knowledge among members and the utilization of diverse expertise. The authors contend that teams embracing shared leadership, which is more dynamic and decentralized will enable members to comprehend the potential, capabilities, and knowledge of their peers, thereby influencing the performance of software development teams. Additionally, the paper suggests that task complexity may moderate the relationship between shared leadership and the performance of software development teams.
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