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Impact of Self-Leadership and Shared Leadership on the Performance of Virtual R&d Teams

Author

Listed:
  • S. Castellano

    (Métis Lab EM Normandie - EM Normandie - École de Management de Normandie)

  • K. Chandavimol
  • Insaf Khelladi

    (PULV - Pôle Universitaire Léonard de Vinci)

  • Mehmet A. Orhan

    (Métis Lab EM Normandie - EM Normandie - École de Management de Normandie)

Abstract

Managing geographically dispersed R&D teams remains a complex task. Contemporary leadership styles in global virtual teams is a pertinent\textemdash yet, unexplored\textemdash 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. \textcopyright 2020

Suggested Citation

  • S. Castellano & K. Chandavimol & Insaf Khelladi & Mehmet A. Orhan, 2021. "Impact of Self-Leadership and Shared Leadership on the Performance of Virtual R&d Teams," Post-Print hal-04300349, HAL.
    • Handle: RePEc:hal:journl:hal-04300349
    DOI: 10.1016/j.jbusres.2020.12.030
    as

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