شناسایی نقش رهبران افقی در پروژه
ترجمه نشده

شناسایی نقش رهبران افقی در پروژه

عنوان فارسی مقاله: عوامل موثر شناسایی نقش رهبران افقی در پروژه ها: یک رویکرد روش ترکیبی متوالی
عنوان انگلیسی مقاله: Influencing factors of horizontal leaders’ role identity in projects: A sequential mixed method approach
مجله/کنفرانس: مجله بین المللی مدیریت پروژه-International Journal of Project Management
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت پروژه
کلمات کلیدی فارسی: رهبری افقی، شناسایی نقش، تحلیل های مقایسه ای کیفی، مجموعه مبهم
کلمات کلیدی انگلیسی: Horizontal leadership; Role identity; Qualitative comparative analysis; Fuzzy-set
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus – Master Journals List – JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.ijproman.2019.02.006
دانشگاه: Dalian University of Technology, Faculty of Management and Economics, Dalian, China
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 5.979 در سال 2018
شاخص H_index: 121 در سال 2018
شاخص SJR: 2.203 در سال 2018
شناسه ISSN: 0263-7863
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 17
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E12203
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1. Introduction


2. Literature review


3. Methodology


4. Results and analysis


5. Discussion


6. Conclusion


Acknowledgements


References

نمونه متن انگلیسی مقاله

Abstract


Horizontal leadership is temporary and often short-term compared with vertical leadership. Therefore, the role identity of horizontal leaders’ is more difficult to be legitimated. In this study, we investigated how different factors interact and work in concert to influence horizontal leaders’ role identity (hereafter, HLs’ role identity). A sequential mixed method approach was chosen to conduct this research. Twenty-four interviews were analysed, and we identified eleven influencing factors associated with HLs’ role identity. Subsequently, a sample of 150 questionnaires was analysed by using fuzzyset qualitative comparative analysis (fsQCA) to ascertain the collective effect of different influencing factors on HLs’ strong and weak role identities. The results showed that high job complexity, intrinsic rewards, self-efficacy and personal expectations were the necessary conditions for HLs’ strong role identity. The lack of expectations of other team members was the only necessary condition that resulted in HLs’ weak role identity. Based on the 13 configurations of HLs’ strong and weak role identities that were obtained from this research, we formed an HLs’ role identity model. It was found that the expectations of other project team members together with empowerment by project managers are the most common and effective ways to establish HLs’ strong role identity. Through a comparison, experienced and less experienced team members take different paths towards a strong or weak role identity. The theoretical and managerial implications are discussed.


Introduction


During the past 100 years, leadership has been a fast-growing field in management research (Crevani et al., 2010). Various classic leadership theories have been developed, including situational leadership theory (Fieldler, 1964), transactional and transformational leadership theory (Bass, 1990), Leader-Member Exchange theory (Graen and Uhlbien, 1995), etc. Most of these leadership theories consider leadership to be “vertical” (Pearce and Sims, 2002). That is, leadership is exercised by a single person who is formally designated with leadership authority by the organization (Bass and Bass, 2008). The command and control are sent vertically from managers to subordinates. However, with the increasing use of teams in the workplace, researchers and practitioners started to realize that leadership is not necessarily tied to designated hierarchical positions. Therefore, theories of team-based leadership emerged, such as shared leadership (Pearce and Conger, 2003) and distributed leadership (Bolden, 2011).

  • اشتراک گذاری در

دیدگاه خود را بنویسید:

تاکنون دیدگاهی برای این نوشته ارسال نشده است

شناسایی نقش رهبران افقی در پروژه
نوشته های مرتبط
مقالات جدید
نماد اعتماد الکترونیکی
پیوندها