The influence of IT leaders' leadership behaviour on IT governance performance in higher education: a literature review

IT has become one of the most invested areas of organisations, especially in higher education institutions. To safeguard these IT investments and make the most out them, a good IT governance structure is required. It enables the higher education institutions to strive in the competition and to achieve strategic objectives. To have optimum governance in the institutions, IT leaders play the vital role of carrying the task of IT role models to implement the best approaches in the institutions. The purpose of this study is to explore the existing literature to find out the influence of IT leaders' leadership behaviour on IT governance performance in higher education context. It is aimed to find the linkage between IT leaders' leadership behaviour and IT governance performance in higher education to promote this area for future research. The literature review was done systematically to identify the articles relevant to the three variables, 'IT governance', 'IT leadership' and "higher education'. The results indicated that there is an influence of IT leadership behaviour on IT governance in higher education. Literature showed that improper IT leadership was perceived as a barrier to ITG, IT leadership plays a vital role in effective ITG implementation and specific leadership capacities and skills are shown to promote ITG. However, there are few studies in this area and there is a lack of knowledge on how IT leadership can influence IT governance

The CIO role expectations instrument: validation and model testing

The validation of IS instruments has not been given the attention that it deserves. This study uses component-based structural equation modelling (PLS/SEM) to investigate the psychometric properties and possible modelling of the CIO role expectations instrument based on data obtained from 174 Australian CIOs. Results show that the CIO role expectation instrument has exhibited solid validity and reliability indices despite some minor weaknesses. The results also demonstrate the possibility to model the constructs of this instrument in different null and hierarchical models, and the validity of this instrument to measure the CIO role in different types of industries not just the healthcare sector in which it was developed. The results provide support for CIO role theory on two central issues: (1) CIOs are fulfilling a configuration of roles not just one specific role (2) the CIO roles can be grouped into two major categories: supply side roles and demand side roles

Conflicting Roles of CIOs and their Negative Effects on the Workplace of the Future

Demographic change is forcing companies to find new ways to attract skilled knowledge-workers to safeguard strong economic performance. In particular, in the case of younger generations, companies have the opportunity to increase their attractiveness apart from usual incentives like a high salary by addressing these generations’ altered expectations towards their professional life and their work-life balance. Recent studies show, however, that companies often struggle to implement the necessary information technology. Drawing on role theory and existing literature, we developed a role framework to identify intra-role conflicts perceived by the chief information officers and inter-role conflicts between the IT and other departments. Through qualitative interviews with representatives from five companies, we identify numerous role conflicts, particularly common in smaller companies and companies managed by their owners. Implications for theory and practice are discussed

The Chief of Information Offices -- performance, skills and job demands

This paper presents a research on the relationship between CIO performance and the CIO skills and CIO job demands. The CIO´s literature has many researches about the desirable or expected CIO skills, and few papers about the influence of organizational characteristics on CIO profile. The main contribution of this paper is to analyse the moderator effect of CIO job demands on the relationship between CIO skills and CIO performance. In order to describe this moderator effect, three hypothesis about the dimensions of three concepts are presented. A survey will collect the CIO perceptions about these three concepts. The collected data should be analysed by structural equation modelling

Environmental modelling of the Chief Information Officer

Since the introduction of the term in the 1980’s, the role of the Chief Information Officer (CIO) has been widely researched. Various perceptions and dimensions of the role have been explored and debated. However, the explosion in data proliferation (and the inevitable resulting information fuelled change) further complicates organisational expectations of the CIOs role. If organisations are to competitively exploit the digital trend, then those charged with recruiting and developing CIOs now need to be more effective in determining (and shaping) CIO traits and attributes, within the context of their own organisational circumstances and in line with stakeholder expectations. CIOs also need to determine their own suitability and progression within their chosen organisation if they are to remain motivated and effective. Before modelling the role of the future CIO, it is necessary to synthesise our current knowledge (and the lessons learnt) about the CIO. This paper, therefore, aims to identify and summate the spectrum of key researched ‘themes’ pertaining to the role of the CIO. Summating previous research, themes are modelled around four key CIO ‘dimensions’, namely (1) Impacting factors, (2) Controlling factors (3) Responses and (4) CIO ‘attributes’. Having modelled the CIOs current environment, and recognising the evolving IT enabled information landscape, the authors call for further research to inform the recruitment and development of the future CIO in terms of personal attributes and the measurable impact such attributes will have on their respective organisation

CIOCB: A framework of competences for the Chief Information Officer - Preliminary study

The role of the Chief Information Officer and the expectations about its performance have undergone significant changes in recent years. This transformation was not only driven by the evolution of information technologies and information systems but was also due to its growing importance within organizations. The integration of the information systems manager into the top management team in many organizations also had a direct impact on the profile and competences required to carry out its activities. A review on the set of competences currently required from these managers is therefore required. This research-in-progress paper proposes a framework, named CIOCB, which identifies a broad set of competences needed for the Chief Information Officer.- (undefined

Plate-Spinning for Success: CIOs, Embrace your Role Paradoxes!

Today’s CIOs face a host of perplexing and conflicting demands. Learning how to embrace these complex paradoxes is akin to learning the art of spinning plates in opposite directions. Early insights from our interview-based study reveal that CIOs are embracing their role-related paradoxes by developing a “plate-spinning mindset,” i.e., a mindset that helps CIOs spin multiple metaphorical plates in opposite directions. In this paper, we inform practitioners what a plate-spinning mindset entails, and how to develop such a mindset

INFORMATION SYSTEMS STRATEGIC LEADERSHIP IN THE LAST DECADE: NEW ADVANCEMENTS AND BLUE OCEAN OPPORTUNITIES

Information Systems (IS) strategic leadership literature is an important research stream in the IS field. Chief Information Officers (CIO) are central to this literature, with several themes discussing the roles, characteristics, effectiveness, CIO/TMT relationships, and organizational impact of CIOs. This paper discusses the IS leadership literature in last decade (2007-2017) with the objectives of synthesizing the recent articles, identifying new emerging themes, and presenting opportunities for “Blue Ocean” research. We argue that more research is still needed in this field, and potential contributions for both academia and practice are great

CC\u27s for the CIO (Core Competencies for the Chief Information Officer)

The role of the modern-day Chief Information Officer (CIO) is multi-faceted, dynamic, inherently pressured and complex, and one which requires a multidisciplinary knowledge and skill-set. As the executive charged with the responsibility of managing the fast changing and complex Information Systems (IS) and Information Technology (IT) function, the modern-day CIO must possess and continually develop a wide range of diverse competencies. Today’s CIO is required to take a much broader role in the business, drive business transformation, innovate for competitive advantage and act as a key strategic partner within the wider organisation. This study reports preliminary findings from 30 Australian CIOs on the identification of core competencies and is part of a larger body of work leading to the development of a CIO Competency Framework - for use by both practitioners and researchers to help bridge the gap between practice and theory and aid in CIO succession planning