This study is concerned with a type of non-individual leadership. It investigates the leadership sharing behaviors among multi-vendor IT project leaders deployed in a multisourcing client environment. This phenomenon is examined against the backdrop of the execution of organizational change projects. Organizational change for the purpose of this study is any change in the way people carry out their work. This study addressed leadership sharing among leaders with no prior knowledge of each other who are expected to compete and collaborate simultaneously; leaders with common deliverables and conflicting agendas, where leadership sharing is not a choice but a requirement. A sample of 40 IT project leaders from 20 IT vendor organizations representing a broad industry spectrum is used. The data was gathered using the interview process and subject to open, axial, and selective coding. Embedded in the analysis process were Six Sigma and Theory of Inventive Problem Solving (TRIZ) tools. Failure Mode Effects Analysis (FMEA) was used to identify potential areas of failure and the contradiction matrix was used to resolve 2 identified contradictions. The results produced the dissemination of a type of non-individual leadership called “associative leadership,” wherein leaders with conflicting agendas come together to align their resources and effect change.
|Commitee:||Oke, Lorne, Rauch, Kenneth E.|
|School:||Indiana Wesleyan University|
|School Location:||United States -- Indiana|
|Source:||DAI-A 72/07, Dissertation Abstracts International|
|Subjects:||Management, Information Technology|
|Keywords:||Failure mode effects analysis, Information technology, Leadership, Leadership sharing, Multisourcing, Organizational change, Six Sigma, Theory of inventive problem solving|
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