Increasing Team Collaboration by Implementing Shared Leadership

Abstract

Aim: This research focuses on aims to explore the concept of shared leadership in integrated design teams in the construction branch. The exploration is conducted by addressing the question of whether leadership styles and tasks are solely performed by the project manager of a design team, or whether leadership styles and tasks are also performed by other team member of the design team. The intention is to increase understanding of the interrelatedness of tasks, leadership style and communication using an inductive approach.
Research question: What are the main tasks that need to be addressed in project teams with Shared Leadership and is the way a task was performed dependent on certain leadership styles?
Methodology: The concept is explored by using a comparative case study design. Two case studies were executed to collect data. First, the team members and the project manager were interviewed by using a semi-structured interview at the beginning of the research. Second, an observational study is done by observing the design team meetings to identify which members are contributing to shared leadership and could there be tasks and roles recognized on the basis of their behaviour and communication flow. Third, the team members and the project managers were asked to fill in a questionnaire, which are used to understand the interpersonal side of team collaboration.
Findings: Shared leadership can be measured by making observations and applying communication labels as developed during the research. There is not a relationship to be recognized between the formal role of a person and the shown behaviour. Furthermore, Shared leadership is dynamic as it is not linked to specific leadership styles. Furthermore, a new definition of shared leadership appeared from this study: Shared leadership consists of multiple dynamic leadership behaviours to maximize team effectiveness.
Limitations of the research: Qualitative research is always subject to bias due to the interpretation of the qualitative information. Subsequently, the modest number of samples that is investigated in this research are not intended to adequately represent the behaviour and communication flow. To date, this is among the first observational studies to result in an inductive result.
Practical implications: This research raises awareness on the concept of shared leadership and how this is outlined in corresponding tasks. This research recommends to train the project managers in a way where there is an increased focus on the people-oriented approach. Furthermore, reflections on the collaboration process should be built in the standard project checks every month.
Scientific relevance: This research tries to make an addition to the current literature about shared leadership. By introducing specific communicative qualities and link these to tasks performed in teams with shared leadership.
Originality/value: Limited literature is available on the practical implication of shared leadership; this research increases the insight of this concept.