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Hofman M, Grela G, Oronowicz M. Impact of Shared Leadership Quality on Agile Team Productivity and Project Results. Project Management Journal 2023. [DOI: 10.1177/87569728221150436] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 03/12/2023]
Abstract
Drawing on leadership theory, this research verified what makes shared leadership an effective form of leadership for agile project teams, and whether using it influences the outcomes achieved by such teams as well as the more distal outcomes. Survey data were collected from 251 members of agile project teams implementing projects of an iterative and incremental character. Structural equation modeling (PLS-SEM) was adopted to test the hypotheses. Our research confirms that shared leadership is an effective form of leadership for agile project teams whose members are empowered to engage in leadership functions or processes. The findings confirm a positive direct impact of shared leadership on the performance of agile project teams and indirect impact on project efficiency and effectiveness. The research results also confirm the influence of project team–related contextual moderators on shared leadership inputs and outputs. The study contributes to leadership theory in the plural leadership research stream and confirms the shift from individual leadership to collective leadership as a result of the growing popularity of the agility paradigm.
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Affiliation(s)
- Mariusz Hofman
- Institute of Management and Quality Sciences, Maria Curie-Sklodowska University, Lublin, Poland
| | - Grzegorz Grela
- Institute of Management and Quality Sciences, Maria Curie-Sklodowska University, Lublin, Poland
| | - Magdalena Oronowicz
- Institute of Management and Quality Sciences, Maria Curie-Sklodowska University, Lublin, Poland
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Abstract
Purpose
This study aims to examine whether insourcing of processes pays off and verifies key hypotheses regarding the financial ratios of organisations.
Design/methodology/approach
This paper randomly selects and then surveys 1996 organisations, of which 9.5% (190) stated that they used insourcing, 1.9% (37) made a decision to implement insourcing in the near future and 88.6% did not use insourcing. Then, for available firm data (100 insourcing firms and 100 firms without it), the financial statements of the surveyed companies were obtained to compare the most important financial ratios. The financial situation was compared at four-time points. The mean and median values of individual indicators were compared with the significance of relevant statistical tests.
Findings
A U-shaped curve of financial results in the time of enterprises that implemented insourcing and reverse U-shaped curve for enterprises that did not have insourcing are seen. Thus, the insourcing of processes pays off in the long run.
Research limitations/implications
Limitations exist in the generalisation of the results obtained, due to the limited number of samples qualified for analyses (limited reliable financial data).
Practical implications
The research highlights the importance of effective insourcing projects in the long term.
Originality/value
This study is the first to quantify the financial performance of companies that have used insourcing in comparison with a reference group. This paper defines insourcing and contributes to the growing number of studies on insourcing by bringing attention to the financial outcomes in the long run.
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