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Distributed leadership, knowledge and information management and team performance in Chinese and Western groups

Distributed leadership, knowledge and information management and team performance in Chinese and... Purpose – More studies are beginning to support the role of distributed, as opposed to solo, leadership in team performance, but distributed leadership (DL) has not always been linked to higher performance. It may need to be co‐ordinated, rather than misaligned or fragmented, and may be most effective in teams performing interdependent tasks. DL has not often been linked to team information processing, however; viewing leadership as involving information management, it is proposed that DL may be linked to higher levels of information exchange and information integration, of both shared and unshared information. A series of research propositions are then developed with the purpose of exploring further the role of DL in team decision making, especially in terms of information exchange and information integration processes in Chinese and Western groups. Design/methodology/approach – The paper derives a number of research propositions from the literature on DL and information processing and applies them to decision making by Chinese and Western teams. Findings – The paper presents a series of propositions on the factors affecting the effectiveness of DL and possible differences between Chinese and Western teams. Originality/value – The paper presents a series of propositions about DL and relates the literature on DL to the literature on information processing in an original way. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Technology Management in China Emerald Publishing

Distributed leadership, knowledge and information management and team performance in Chinese and Western groups

Journal of Technology Management in China , Volume 6 (1): 17 – Feb 15, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1746-8779
DOI
10.1108/17468771111105640
Publisher site
See Article on Publisher Site

Abstract

Purpose – More studies are beginning to support the role of distributed, as opposed to solo, leadership in team performance, but distributed leadership (DL) has not always been linked to higher performance. It may need to be co‐ordinated, rather than misaligned or fragmented, and may be most effective in teams performing interdependent tasks. DL has not often been linked to team information processing, however; viewing leadership as involving information management, it is proposed that DL may be linked to higher levels of information exchange and information integration, of both shared and unshared information. A series of research propositions are then developed with the purpose of exploring further the role of DL in team decision making, especially in terms of information exchange and information integration processes in Chinese and Western groups. Design/methodology/approach – The paper derives a number of research propositions from the literature on DL and information processing and applies them to decision making by Chinese and Western teams. Findings – The paper presents a series of propositions on the factors affecting the effectiveness of DL and possible differences between Chinese and Western teams. Originality/value – The paper presents a series of propositions about DL and relates the literature on DL to the literature on information processing in an original way.

Journal

Journal of Technology Management in ChinaEmerald Publishing

Published: Feb 15, 2011

Keywords: Leadership; Information management; Information exchange; Knowledge management; Team performance; China

References