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Impact of self-leadership and shared leadership on the performance of virtual R&D teams

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  • Castellano, Sylvaine
  • Chandavimol, Komes
  • Khelladi, Insaf
  • Orhan, Mehmet A.

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.

Suggested Citation

  • Castellano, Sylvaine & Chandavimol, Komes & Khelladi, Insaf & Orhan, Mehmet A., 2021. "Impact of self-leadership and shared leadership on the performance of virtual R&D teams," Journal of Business Research, Elsevier, vol. 128(C), pages 578-586.
    • Handle: RePEc:eee:jbrese:v:128:y:2021:i:c:p:578-586
    DOI: 10.1016/j.jbusres.2020.12.030
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    References listed on IDEAS

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    Cited by:

    1. Vuchkovski, Davor & Zalaznik, Maja & Mitręga, Maciej & Pfajfar, Gregor, 2023. "A look at the future of work: The digital transformation of teams from conventional to virtual," Journal of Business Research, Elsevier, vol. 163(C).
    2. Jiang, Zhou & Zhao, Xianbo & Wang, Zhongmin & Herbert, Kendall, 2024. "Safety leadership: A bibliometric literature review and future research directions," Journal of Business Research, Elsevier, vol. 172(C).

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