Management and leadership in technology teams – empirical research

• Autorzy: Zielińska Agnieszka

Identyfikatory

DOI

10.29119/1899-6116.2019.48.10

• Języki publikacji: EN

Abstrakty

EN

The research goal was to analyse an employee’s position from the top management’s point of view, defined in two dimensions: employees’ potential and their effectiveness. The article uses a brief literature review and qualitative research based on interviews with management. The interviews were conducted in two time intervals – the first part in 2018 and the second part in 2019. In the research, top management consisted of a Chief Executive Officer, an Agile Coach and a Human Resources Business Partner. The people in the above positions were responsible for retaining employees, creating possible development paths, and the utilization of human potential. Additional research purposes were to find out how the employee’s position has changed over the years, and how much the leader’s position in the team has influenced the changes. The study covered the situation of 34 programmers and IT analysts who worked in 8 technology teams. The assessment of the situation before and after twelve months showed real consequences of the management’s decision-making process and provided recommendations for future research.

Słowa kluczowe

EN

career management; leadership; effectiveness; technology

PL

zarządzanie karierą; przywództwo; efektywność; technologia

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Organizacja i Zarządzanie : kwartalnik naukowy
• Rocznik: 2019
• Tom: nr 4
• Strony: 137--147
• Opis fizyczny: Bibliogr. 25 poz.

Twórcy

autor

Zielińska Agnieszka

• University of Bielsko-Biala, Bielsko-Biala

Bibliografia

• 1. Adnan, Snsm, & Valliappan, R. (2019). Communicating shared vision and leadership styles towards enhancing performance. International Journal of Productivity and Performance Management, 68(6), 1042-1056.
• 2. Bagdadli, S., & Gianecchini, M. (2019). Organizational career management practices and objective career success: A systematic review and framework. Human Resource Management Review, 29(3), 353-370.
• 3. Bildat, L., & Schmidt, M. (2016). Management is not Leadership: What it Takes to Lead People Successfully in the 21th Century. Management 2016: International Business and Management, Domestic Particularities and Emerging Markets in the Light of Research, 27-36
• 4. Chen, H.L., & Lin, Y.L. (2018). Goal orientations, leader-leader exchange, trust, and the outcomes of project performance. International Journal of Project Management, 36(5), 716-729.
• 5. De Vos, A., & Cambre, B. (2017). Career Management in High-Performing Organizations: ASet-Theoretic Approach. Human Resource Management, 56(3), 501-518.
• 6. Epitropaki, O., Kark, R., Mainemelis, C., & Lord, R.G. (2017). Leadership and followership identity processes: A multilevel review. Leadership Quarterly, 28(1), 104-129.
• 7. Erturk, A., & Vurgun, L. (2015). Retention of IT professionals: Examining the influence of empowerment, social exchange, and trust. Journal of Business Research, 68(1), 34-46.
• 8. Feitosa, J., Grossman, R., & Salazar, M. (2018). Debunking Key Assumptions About Teams: The Role of Culture. American Psychologist, 73(4), 376-389.
• 9. Fischer, T., Dietz, J., & Antonakis, J. (2017). Leadership Process Models: A Review and Synthesis. Journal of Management, 43(6), 1726-1753.
• 10. Griffith, J.A., Baur, J.E., & Buckley, M.R. (2019). Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development. Human Resource Management Review, 29(3), 305-315.
• 11. Groen, B.A.C., Wilderom, C.P.M., & Wouters, M.J.F. (2017). High job performance through co-developing performance measures with employees. Human Resource Management, 56(1), 111-132.
• 12. Khorakian, A., & Sharifirad, M.S. (2019). Integrating Implicit Leadership Theories, Leader–Member Exchange, Self-Efficacy, and Attachment Theory to Predict Job Performance. Psychological Reports, 122(3), 1117-1144.
• 13. Ladegard, G., & Gjerde, S. (2014). Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool. Leadership Quarterly, 25(4), 631-646.
• 14. Latukha, M., & Selivanovskikh, L. (2016). Talent Management Practices in IT Companies from Emerging Markets: A Comparative Analysis of Russia, India, and China. Journal of East-West Business, 22(3), 168-197.
• 15. Leroy, H., Segers, J., van Dierendonck, D., & den Hartog, D. (2018). Managing people in organizations: Integrating the study of HRM and leadership. Human Resource Management Review, 28(3), 249-257.
• 16. Oc, B., & Bashshur, M.R. (2013). Followership, leadership and social influence. Leadership Quarterly, 24(6), 919-934.
• 17. O'Neill, T.A., & Salas, E. (2018). Creating high performance teamwork in organizations. Human Resource Management Review, 28(4), 325-331
• 18. Pflügler, C., Wiesche, M., Becker, N., & Krcmar, H. (2018). Strategies for Retaining Key IT Professionals. MIS Quarterly Executive, 17(4), 297-314.
• 19. Rani, K., & Kumar, S. (2018). Impact of Talent Management Practices on Employee Effectiveness. Pacific Business Review International, 11(4), 7-16.
• 20. Salas, E., Shuffler, M.L., Thayer, A.L., Bedwell, W.L., & Lazzara, E.H. (2015). Understanding and Improving Teamwork in Organizations: A Scientifically Based Practical Guide. Human Resource Management, 54(4), 599-622.
• 21. Spurk, D., Hirschi, A., & Dries, N. (2019). Antecedents and Outcomes of Objective Versus Subjective Career Success: Competing Perspectives and Future Directions. Journal of Management, 45(1), 35-69.
• 22. Subramony, M., Segers, J., Chadwick, C., & Shyamsunder, A. (2018). Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital. Journal of Business Research, 83, 120-129.
• 23. Qiong, W., & Cormican, K. (2016). Shared Leadership and Team Creativity: A Social Network Analysis in Engineering Design Teams. Journal of Technology Management & Innovation, 11(2), 2-12.
• 24. Yu, Y., & Wu, J. (2017). Advanced human resource management model based on complex system and agent-based modeling. Proceedings of the Second International Conference on Economic and Business Management (Feb. 2017), 33, 333-338.
• 25. Zorinsky, E.J. (2014). Positive Leadership in Project Management – A Practical Guide to Enhancing Individual, Team and Organizational Performance. PM World Journal, 3(7), 1-5.

Uwagi

PL

Opracowanie rekordu ze środków MNiSW, umowa Nr 461252 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2020).