Investigating the relationship between communication-conflict interaction and project success among construction project teams

The traditional “great man” approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing body of research has started to examine shared leadership, which is broadly defined as an emergent team phenomenon whereby leadership roles and influence are distributed among team members. Despite the progress, however, the extant literature on shared leadership has been fragmented with a variety of conceptualizations and operationalizations. This has resulted in little consensus regarding a suitable overarching theoretical framework and has undermined developing knowledge in this research domain. 
To redress these problems, we provide a comprehensive review of the growing literature of shared leadership by: 
1) clarifying the definition of shared leadership, 
2) conceptually disentangling shared leadership from other theoretically overlapping constructs, 
3) addressing measurement issues, and 
4) developing an integrative framework of the antecedents, proximal and distal consequences, and boundary conditions of shared leadership. 
We end our review by highlighting several new avenues for future research.

Shared leadership: A state-of-the-art review and future research agenda

Will we have the same employees in hospitality after all? The impact of COVID-19 on employees’ work attitudes and turnover intentions

Taking an agency theory perspective of managers as risk averse and self-interest seeking and focusing on externally generated analyst forecasts as the performance target, we propose that managers tend to cut R&D expenses when they are under pressure to meet analyst forecasts, especially when they face an increase in employment risk after missing the forecasts. We further argue that analyst coverage can serve as an external monitoring mechanism to help contain this agency problem. We test these arguments with data from a sample of U.S. manufacturing firms during the period of 1979 to 2005. Copyright © 2012 John Wiley & Sons, Ltd.

The impacts of performance relative to analyst forecasts and analyst coverage on firm RD intensity

Collective psychological capital: Linking shared leadership, organizational commitment, and creativity

Purpose




This paper aims to examine the effects of task and relationship conflicts on team creativity, and the moderating role of shared leadership in inter-organizational teams. An inter-organizational team normally comprises employees from collaborated organizations brought together to conduct an initiative, such as product development. Practitioners and researchers have witnessed the prevalence of conflict in inter-organizational teams. Despite significant scholarly investigation into the importance of conflict in creativity, a deep theoretical understanding of conflict framework remains elusive.




Design/methodology/approach




A questionnaire survey was conducted in China to collect data. Consequently, 54 teams, which comprised 54 team managers and 276 team members, were deemed useful for the study.




Findings




By testing our hypotheses on 54 inter-organizational teams, we found that relationship conflict has a negative relationship with team creativity, whereas task conflict has an inverted U-shaped (curvilinear) relationship with team creativity. Furthermore, when shared leadership is stronger, the negative relationship with team creativity is weaker for relationship conflict, whereas the inverted U-shaped relationship with team creativity is stronger for task conflict.




Research limitations/implications




The main limitation is cross-sectional, which cannot establish causality in relationships. Despite this potential weakness, the present research provides insights into conflict, leadership and inter-organizational collaboration literature.




Practical implications




The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams.




Social implications




Managers are struggling to identify ways to effectively manage team conflict when a team of diverse individuals across organizational boundaries are brought together to solve a problem. The findings of this study offer some guidance on how managers can intervene in the conflict situations of inter-organizational teams.




Originality/value




This paper provides understandings about how relationship and task conflicts affect team creativity in inter-organizational teams.

Conflict and creativity in inter-organizational teams: The moderating role of shared leadership

An inter-organizational team, which consists of diverse members from different organizations to conduct an initiative, has been widely treated as a critical method to improve organizational innovation. This study proposes a multilevel model to test the relationship between shared leadership and creativity at both team- and individual level in the context of inter-organizational teams. Multisource data were collected from 53 inter-organizational teams. We obtain the following findings: first, shared leadership is positively related to both team creativity and individual creativity via knowledge sharing. Second, task interdependence positively moderates the relationship between shared leadership and knowledge sharing. Third, task interdependence positively moderates the relationship between knowledge sharing and team creativity, but does not moderate the relationship between knowledge sharing and individual creativity. We discuss the theoretical and practical implications of the findings.

A Multilevel Analysis of the Relationship between Shared Leadership and Creativity in Inter‐organizational Teams

This paper aims to examine the moderating effects of job alternatives and policy support on the relationship between job satisfaction and turnover intention.,A questionnaire survey was conducted in China. The study sample consisted of employees from organizations of different sizes, ownerships and industry types. Finally, 462 valid questionnaires were obtained.,Cognitive job satisfaction has a stronger negative effect on turnover than affective job satisfaction, and both effects depend on the factors related to ease of movement. Cognitive job satisfaction is more effective when job alternative is low and policy support is high, whereas affective job satisfaction leads to lesser turnover when job alternative is high and policy support is low.,First, the demography of the respondents may have limited the generalizability of our findings. Second, this study has the limitation common to all cross-sectional studies. Third, this study focuses on turnover intention of employees rather than actual turnover rates. Finally, although the authors have identified specific factors related to ease of movement as the moderators by drawing upon the organizational equilibrium theory and current HRM literature, there may be other moderators that can affect the relationship between job satisfaction and turnover.,HRM managers should apply organizational HRM to the local institutional environment, especially to the human resource policies of local governments, which vary significantly across regions in China.,HRM managers should be very cautious to approach career development task in China, especially when they have an attitude of whatever works in mature economies will surely work in organizations in Chinese society.,The findings extend previous career development literature that assumes unconditional effects of job satisfaction on turnover intention. With the objective of exploring the effects of conditional factors, the current study explores the special role of job alternatives and policy support in the job satisfaction – turnover relationship in the context of China. Additionally, the findings provide support for the application of organizational equilibrium theory in the context of China.

Shenglan Huang

Papers

Conflict and creativity in inter-organizational teams: The moderating role of shared leadership

A Multilevel Analysis of the Relationship between Shared Leadership and Creativity in Inter‐organizational Teams

Job satisfaction and turnover intention in China: The moderating effects of job alternatives and policy support