Occurrence and effects of leader delegation in virtual software teams
Document Type
Article
Publication Date
1-1-2009
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. © 2009, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.
Publication Title
International Journal of e-Collaboration
First Page Number
47
Last Page Number
68
DOI
10.4018/jec.2009010104
Recommended Citation
Zhang, Suling; Tremaine, Marilyn; Egan, Rich; Milewski, Allen; O'sullivan, Patrick; and Fjermestad, Jerry, "Occurrence and effects of leader delegation in virtual software teams" (2009). Kean Publications. 2435.
https://digitalcommons.kean.edu/keanpublications/2435