Outsourcing and offshoring models change the role of the incumbent information technology practitioner. The outsource staffing arrangements are often implemented in organizations to solve for a firm's challenges such as demand and skillset. The influence that the social identification relationship between a subordinate and their manager has on individual task performance can be valuable to the transition planning and execution. Information technology leaders and executives can benefit from this perspective to align leaders and team members to drive success for individuals and teams. The purpose of this quantitative correlation/regression study was to examine the influence social identification between developers and programmers and their managers in outsourcing arrangements has on individual task performance outcomes and how leadership identification, trust in leader, perceived leader style, leader effectiveness, and work group salience, as the predictor variables, may influence that. The tenets of social identity theory of leadership were the foundations for the theoretical framework evaluated in this study. Participants for the online survey were recruited from a southeastern US networking group. Twenty-nine respondents completed the 34-question composite survey including perceived similarity to leader scale, trust in/loyalty to leader scale, professional index scale, work team questionnaire, and self-reported performance assessment. Kendall's correlation and ordinal logistic regression tests were conducted to evaluate the non-normal predictor variables against the ordinal outcome. No statistically significant correlations were observed between the predictor variables and the individual task performance outcome. Regression analysis resulted in statistically significant effects on individual task performance by trust in/loyalty to leader and perceived leader style. The results indicate that as trust in a leader decreases the odds of improved performance increase. Prior research has resulted in inconsistent findings regarding the relationship between trust and performance. The results from the current study indicate depersonalized leadership styles influence positive performance change. It is recommended that managers leading transitions take the opportunity to evaluate the values and preferences of their subordinates to facilitate enriched interactions to influence positive task outcomes. Future research can investigate the influence of social identification in leadership for other technology operating models.
|Commitee:||Fritch, Emmett, Kimmel, Sharon|
|Department:||Business and Technology Management|
|School Location:||United States -- California|
|Source:||DAI-A 80/09(E), Dissertation Abstracts International|
|Subjects:||Business administration, Educational leadership, Management, Information Technology|
|Keywords:||Leadership, Outsourcing, Performance, Social identification, Technology|
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