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- W2308140700 abstract "Due to the complexity and stochastic nature of knowledge-intensive projects (e.g., in software development, new product development, semiconductor design, pharmaceutical research), firms are increasingly organizing such work around teams, while appointing team leaders to act as managers as well as contributors to the project. One of the challenges that project team leaders face is how to combine their roles as individual contributors and managers. In this paper, we propose a model of team leadership and study how a contributor leader should adjust her managing effort over time and with respect to the project characteristics (e.g., team members' incentives and team size). Modeling the problem as a stochastic dynamic game, we show that it is optimal for the leader to follow one of two approaches: (i) being directive, i.e., contribute and also manage the team members' efforts to be above what they would choose to do in equilibrium, or (ii) being participative, i.e., not manage the team members' efforts and only contribute to the project. Moreover, we show that the intensity of the leader's managing effort may evolve non-monotonically over time as a result of the misalignment of incentives between the team leader and the other team members. Finally, we show that a participative leadership approach emerges when the team members have high incentives, or the team size is small, and that otherwise, the directive leadership approach emerges." @default.
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- W2308140700 date "2016-01-01" @default.
- W2308140700 modified "2023-09-27" @default.
- W2308140700 title "Team Leadership and Performance: Combining the Roles of Direction and Participation" @default.
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- W2308140700 doi "https://doi.org/10.2139/ssrn.2752523" @default.
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