Leader delegation and trust in global software teams

Virtual teams are an important work structure in global software development. The distributed team structure enables access to a diverse set of expertise which is often not available in one location, to a cheaper labor force, and to a potentially accelerated development process that uses a twenty-four hour work structure. Many software teams are partially distributed, that is, part of the team is colocated. Such partially distributed global software teams are an important work structure in software development projects. However, little is known about what affects or improves team members’ motivation and job satisfaction in the partially distributed environment. This study investigates the effects of leader delegation to sub-teams and trust between sub-teams on global software team members’ motivation and job satisfaction. It proposes a research framework based on specific hypotheses regarding these effects. A survey instrument was created and a pilot study conducted on student project teams in two U.S. universities. In addition, a study combining interviews and a survey distribution using industry software development teams was also conducted. The studies found that team competence predicts leader delegation to a sub-team in global software projects. Leader delegation related to teamwork process improves team members’ motivation and satisfaction with the leader. However, leader delegation may also generate negative consequences for the sub-teams, such as anxiety and pressure. Cultural distance and geographical distance impair trust development between members across sub-teams. Temporal distance causes conflicts related to excessive overtime and meeting scheduling. Trust in sub-teams is critical to improving motivation in a global software project. In addition, this study explores the impacts of language differences and software engineering profession culture on global software team members’ interactions. Suggestions are proposed for how to shape delegation strategies in partially distributed global software projects and how to improve team members’ trust in each other and their motivation. This work provides important findings for organizations interested in developing leadership skills for global software teams and retaining IT professionals at distributed sites

Managing rapport in intercultural business interactions: a comparison of two Chinese-British welcome meetings

This paper explores the management of rapport in intercultural business interactions. It compares two Chinese-British business welcome meetings that were held by the same British company. Despite many similarities between the two meetings, both the British and the Chinese were very satisfied with the first meeting, while the Chinese were very annoyed by the second. This paper describes the similarities and differences between the two meetings, and explores why they were evaluated so differently. It argues that research into the management of relations in intercultural communication needs to use a broader analytic framework than is typical of intercultural discourse research, and that it needs to gather a wider range of data types

THOSE WITH THE MOST FIND IT HARDEST TO SHARE: EXPLORING LEADER RESISTANCE TO THE IMPLEMENTATION OF TEAM-BASED EMPOWERMENT

We use a convergent parallel mixed methods approach to explore barriers to the successful implementation of a team-based empowerment initiative within the Veterans Health Administration. Although previous research has suggested that leaders often actively obstruct empowerment initiatives, little is known about the reasons behind and effects of such hindering. Using a longitudinal quasi-experimental design, we support a hypothesis that higher-status physician leaders are less successful than lower-status nonphysician leaders in implementing team-based empowerment. In parallel, we analyze qualitative data obtained through interviews conducted during early months of the teambased empowerment initiative to identify common themes for why and how leaders facilitated or obstructed implementation. Leader identity work and leader delegation were identified as themes explaining (1) why higher-status leaders struggled with the new empowering role and (2) how specific leader actions either facilitated or inhibited sharing of tasks and leadership. Results suggest that team-based empowerment creates a status threat for high-status leaders who then struggle to protect their old identity as someone with distinct professional capabilities, which in turn leads to improper delegation behavior. Therefore, in order for team-based empowerment to succeed, leaders may need to change their perceptions of who they are before they will change what they do

Assessing the interrater reliability of the Assessment of Pediatric Resuscitation Communication (APRC)

The purpose of this study was to further validate the Assessment of Pediatric Resuscitation Communication (APRC), by establishing the interrater reliability of the instrument. The aim was to determine if the APRC instrument can be used by trained coders from a range of disciplines to assess the communication effectiveness of trauma team members and leaders during pediatric trauma resuscitations. These scores will be used to determine if team and leader communication is correlated with medical performance during trauma resuscitations. The sample included 8 participants from diverse backgrounds. A calculation of the Percentage of Agreement (1996) of 4 pediatric resuscitations was used to test the hypothesis and research question which proposed coders will be able to achieve interrater reliability at .80 or above after APRC training had been completed. Findings revealed that interrater reliability scores significantly improved after APRC training was conducted

Perception of Communication Training Need Among Pediatric Trauma Team Members

The purpose of this study is to use the APRC (Assessment of Pediatric Resuscitation Communication) as a guide to determine if trauma nurses and surgeons believe communication training is necessary. Many trauma team members have not received team communication effectiveness training in pediatric trauma settings. As a result, miscommunication between team members leads to medical errors during pediatric trauma activations. Thus, it is important to discover whether or not trauma team members believe communication training will help trauma teams improve the overall effectiveness of pediatric trauma activations. The present study provides a descriptive analysis that illustrates nurses’ and trauma surgeons’ perceptions of the need for trauma team communication training in the pediatric setting. Specifically, participants were asked to complete a questionnaire that assessed their perceptions of the importance of communication training for trauma team members who routinely participate in pediatric trauma activations

Defendant\u27s Exhibit 705: Lowell Levine CV

Lowell J. Levine Curriculum Vitaehttps://engagedscholarship.csuohio.edu/defendant_exhibits_2000/1049/thumbnail.jp

The Effect of Commitment, Empowerment, Controlling on Discipline and Effectiveness of Public Work Employees in Indragiri Hulu

The research was conducted in Department of Public Works employee Indragiri Hulu. The purpose of this research was to know the influence of commitment, empowernment, and controlling towards the discipline with individual test and overall test, and to know the influence of discipline toward the effectiveness of the Department of Public Works employee Indragiri Hulu. The research method applied descriptive quantitative and the population in this research were 118 employees. By using a Purposive Random Sampling method, it has been obtained 92 respondents. Data obtained with questionnaires. This research used Two phase Multiple Regression Analysis. The result of research shows that the commitment, empowernment, and contolling have been influence of significant toward the discipline. It indicates from the value of Fobs> Ftable at the level of α = 5% Fobs=38,261>Ftable = 2,48 with probability (p) smaller than 0,05 and determination coefficient value (R2) is 56,6%. It means that 56,6% commitment, empowernment, and controlling toward the employee\u27s discipline. A partially (individual test) shows that the value of commitment 2,369, empowernment -0,04, controlling 7,811. This result indicates that commitment and controlling have most dominant influence on employee\u27s discipline, empowerment has no influence on the discipline of employee. Discipline has been influence of significant toward the effectiveness (p<0,05) with tobs =3,503> ttable = 1,6629