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Leader in Teams (Factors Team Performance (Trust (Chen, 2014), Knowldge…

- - - - teambased structures are inserted
      - hierarchical levels are deleted (connection to complexity leadership)
    - - Collective Leadership
      - Distributed Leadership
      - Dispersed Leadership
      - Team Leadership
    - - According to Day et al. (2004), team and shared leadership capacity is an emergent state— something dynamic that develops throughout
        a team’s lifespan and that varies based on the inputs, processes, and outcomes of the team.
      - It produces patterns of reciprocal influence, which reinforce and develop further relationships between team members (Carson et al. 2007).
      - The most widely cited definition of shared leadership is that of Pearce & Conger (2003): “a dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both. This influence process often involves peer, or lateral, influence and at other times involves
        upward or downward hierarchical influence”
      - Team-level outcome
    - - Lack of common definition
      - Examine potential moderators such as the distribution of cultureal values, task interdependence, task competence, task complexity, team life cycle
      - How teams function when using shared leadership
      - Type of team environment that ables shared leadership
        
        Suggestion, that the environment exist of 3 dimensions: shared purpose, social support, voice
      - How external leaders affect the team´s ability and motivation to be self-directed and shared in leadership (Carson, 2007)
        
        Hackman & Wageman (2995) suggest, that external leader to the team can help team members make coordinated and task-appropriate use of their collective resources in accomplishing the team´s task
      - In a nutshell, the time for examinig shared leadership may be upon us to the extent that organizations are moving into a knowldge driven era where firms are distributed across cultures (Pearce, 2004)
    - - KANBAN System
  - - - Definition
        " a process that draws from both positive psychological capacities and a highly developed organizational conext, which results in both greater self-awareness and self-regulated positive behaviours on the part of leaders and associates, fostering positive self-development" (Avolio, 2009)
        
        definition includes leader, follower and context
        
        definition adressed to typical criticism in leadership literature (Yammarino, 2005), as relative few studies adressed to levels-of-analysis issues
        
        General agreement in literature on four factors that cover authentinc leadership: balanced processing, internalized moral perspective, relational trasparency, and self-awareness
      - Advent of authetic leadership came as a result of research on transformational leadership, suggestion of pseudo vs. authetic leaders (Bass & Steglmeier (1999)
        Frederickson´s (2001) "broaden-and-build theory "those individuals who have more positive psychological resources are expected to to grow more effectively and build out additional personal resources to perform"
        
        Luthans & Avolio report that, leadership development is based on a deficit-reduection model strategy (was is wrong -> correct deficits)
      - Future **Research**
        
        Additional evidence for the construct vadility of this measure
        
        Demonstrate how authentic leadership relates to other constructs within its nomological network
        
        How authentic leadership is viewed vross situations and cultures and whether it is universally prescribed positive root construct
    - - Today, leadership research do not focus only on the leader, but also on followers, pees, supervisors, work setting / context, culture
        
        Leadership no longer described as an individual characteristic or difference, but rather in varous models as dyadic, shared, relational, strategic, glocal and complex socal dynamic (Avolio, 2007; Yukl, 2006)
        Handbook of Leadership (Bass & Bass 2008)
  - - - How does the nature and structure of technology impact how leadership style influences follower motivation and performance?
      - What effect will leadership mediated through technology have on trust formation?
      - Will the nature of the technology such as its richness or ransparency be a factor in building trust in virtual teams?
      - How will the leadership and location of teams and technology connecting members affect the quality and quantity of their communication?
      - How will the nature of the task and its complexity influence howleadership affects virtual team performance?
    - - Kahai & Avolio (2008)
        
        the effects of leadership style and anonymity on the discussion of an ethical issue in an electronic system context.
      - Xiao et al. (2008)
        
        a field experiment focusing on surgical teams operating in a real-life trauma center.
      - Balthazard et al. (2008)
        
        the mediational role of leadership and group member interaction styles in comparing virtual and face- to -face teams.
      - Malhotra et al. (2007)
        
        survey, interview, and observational data on virtual teams
        to identify the leadership practices of effective leaders of virtual teams.
    - - how multiple leaders work together to innovate, create, and
        help others
      - E-leadership areas recommended for future research by authors of papers on the virtual team topic include task ownership, cohesion, media richness (i.e., technology’s capacity for providing immediate feedback, the number of cues and channels utilized, personalization of messages, and language variety), communication quality, synchronous and synchronous communication, task complexity, and working on multiple virtual teams simultaneously (Kozlowski & Bell 2003, Zaccaro & Bader 2003).
      - we expect that the work on virtual leadership and team nteractions will continue to be a growth area for leadership research. The fundamental issue for leadership scholars and practitioners to address is how technology is transforming the traditional roles of leadership at both individual and collective levels by examining “how existing leadership styles and cultures embedded in a group and/or organization affect the appropriation of advanced information technology systems” (Avolio et al. 2001, p. 658).