Occurrence and effects of leader delegation in virtual software teams

Suling Zhang, Marilyn Tremaine, Rich Egan, Allen Milewski, Patrick O'sullivan, Jerry Fjermestad

Research output: Contribution to journalArticlepeer-review

16 Scopus citations

Abstract

Virtual teams are an important work structure in software development projects. However, little is known about what constitutes effective virtual software team leadership, in particular, the amount of leader delegation that is appropriate in a virtual software-development environment. This study investigates virtual software team leader delegation and explores the impact of delegation strategies on virtual team performance mediated by team motivation, team flexibility and team satisfaction with the team leader. This research is a report of a pilot study run on student teams carried out to refine and test the research constructs and research model for a larger study run in corporations. The study found that virtual team leaders delegate more to competent virtual teams and that such delegation is positively correlated with team member satisfaction with their leader and with team member motivation. Overall, the work provides important information for software-based organizations interested in developing virtual team leadership skills.

Original languageEnglish (US)
Pages (from-to)47-68
Number of pages22
JournalInternational Journal of e-Collaboration
Volume5
Issue number1
DOIs
StatePublished - Jan 1 2009

All Science Journal Classification (ASJC) codes

  • Computer Science Applications
  • Computer Networks and Communications

Keywords

  • Delegation strategies
  • Leadership
  • Virtual software teams

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