By Topic

Leadership of information systems development projects

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$31 $13
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

2 Author(s)
Faraj, S. ; R. H. Smith Sch. of Bus., Maryland Univ., College Park, MD, USA ; Sambamurthy, V.

How best to lead an information systems project team continues to be an open issue. For three decades, the research literature has contrasted between the leadership of the "chief programmer" led team to that of the "egoless" software team with little clarity as to what is appropriate leadership and under what circumstances. Software project teams, like other knowledge teams, are characterized by distributed expertise, the reliance on methodologies, high levels of collaboration, as well as the need to meet the expectations of a diverse set of stakeholders. We propose a theoretical model of information systems project team leadership that focuses on empowering and directive leadership practices and investigate whether this leadership is more effective than the use of traditional coordination mechanisms; we also test whether these relationships are moderated by factors such as task uncertainty or professional experience. We test this model using data from 69 software development teams. Our results indicate that empowering leadership has an important impact on team performance but only under conditions of high task uncertainty or team expertise.

Published in:

Engineering Management, IEEE Transactions on  (Volume:53 ,  Issue: 2 )