TY - JOUR
T1 - Single versus multiple project teams and individual performance
T2 - Do they ask for different leadership behaviors?
AU - Kenda, R.
AU - Meslec, N.
AU - Oerlemans, L.
PY - 2024
Y1 - 2024
N2 - Multiple project team membership is a prevalent phenomenon in modern organizational life. However, is any leadership behavior in such a setting beneficial to individual team members' performance? Our study suggests that working in a multiple project team setting requires particular types of leadership. In an experimental design, we manipulated charismatic and boundary-spanning leadership behaviors in single and multiple team project settings, and we studied their effects on project members’ performance. When workers are part of a single team, charismatic leadership enhances their performance to a greater extent than a boundary-spanning leader. When members are part of two project teams concurrently, boundary-spanning leadership behavior becomes more beneficial for individual performance compared to charismatic leadership. The main theoretical contribution lies in the insight that different organizational project forms ask for different leadership behaviors to nurture individual performance. Practically, (future) project leaders must be prepared for operating in different project settings.
AB - Multiple project team membership is a prevalent phenomenon in modern organizational life. However, is any leadership behavior in such a setting beneficial to individual team members' performance? Our study suggests that working in a multiple project team setting requires particular types of leadership. In an experimental design, we manipulated charismatic and boundary-spanning leadership behaviors in single and multiple team project settings, and we studied their effects on project members’ performance. When workers are part of a single team, charismatic leadership enhances their performance to a greater extent than a boundary-spanning leader. When members are part of two project teams concurrently, boundary-spanning leadership behavior becomes more beneficial for individual performance compared to charismatic leadership. The main theoretical contribution lies in the insight that different organizational project forms ask for different leadership behaviors to nurture individual performance. Practically, (future) project leaders must be prepared for operating in different project settings.
KW - multiple project team membership, individual performance, leadership, charisma, boundary-spanning
UR - http://www.scopus.com/inward/record.url?scp=85184659002&partnerID=8YFLogxK
U2 - 10.1016/j.ijproman.2024.102563
DO - 10.1016/j.ijproman.2024.102563
M3 - Article
SN - 0263-7863
VL - 42
JO - International Journal of Project Management
JF - International Journal of Project Management
IS - 2
M1 - 102563
ER -