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How do mid-senior multinational officers perceive shared leadership for military teams? A qualitative study

2020Journal article Open access
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dc.contributor.authorCakiroglu, Serkan
dc.contributor.authorCaetano, Antonio
dc.contributor.authorCosta, Patrícia
dc.date.accessioned2020-12-22T16:50:42Z
dc.date.available2020-12-22T16:50:42Z
dc.date.issued2020
dc.description.abstractPurpose – The purpose of this study is to explore the military team members’ (mid-senior multinational officers’) perceptions of shared leadership and analyze the facilitation of shared leadership in military teams. Design/methodology/approach – The sample size was 20 interviewees that participants must hold leadership positions at the mid-senior management level and from NATO member countries. To analyze the data, the authors used Gioia’s thematic analysis methodology (Gioia et al., 2013) and manual coding rather than computer usage for the analysis, due to the small data pool and their proficiency in literature. Findings – Complexity and the new information era force military organizations toward the change and that with shared leadership they can even change the organization’s culture. The final framework highlights five main dimensions that emerged from mid-multinational military officers’ experience: driving forces of change, triggers to shared leadership, specific cases shared leadership, operational team environment and operational team characteristics. Results of the study supported that driving forces of change comprised the primary factor affecting shared leadership in military project teams. Practical implications – The Headquarter environment (strategic and operational planning) and planning were critical factors for the successful implementation and development of shared leadership in military project teams. Thus, military organizations could easily implement the shared leadership approach in the military research teams and planning teams. Originality/value – The authors present a framework of leadership change context for military teams, which depicts how shared leadership could be implemented differently in military teams.pt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.citationEmerald Group Publishing Ltd., 26(5/6), 301-318 Doi: 10.1108/TPM-11-2019-0109pt_PT
dc.identifier.doi10.1108/TPM-11-2019-0109pt_PT
dc.identifier.issn13527592
dc.identifier.urihttp://hdl.handle.net/10400.12/7884
dc.language.isoengpt_PT
dc.peerreviewedyespt_PT
dc.publisherEmerald Group Publishing Ltd.pt_PT
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/pt_PT
dc.subjectEffectivenesspt_PT
dc.subjectShared leadershippt_PT
dc.subjectMilitary teamspt_PT
dc.subjectOperational teamspt_PT
dc.subjectProject teamspt_PT
dc.titleHow do mid-senior multinational officers perceive shared leadership for military teams? A qualitative studypt_PT
dc.typejournal article
dspace.entity.typePublication
oaire.citation.conferencePlaceUnited Kingdompt_PT
oaire.citation.endPage318pt_PT
oaire.citation.issue5/6pt_PT
oaire.citation.startPage301pt_PT
oaire.citation.titleTeam Performance Management: An International Journalpt_PT
oaire.citation.volume26pt_PT
person.familyNameCakiroglu
person.familyNameCaetano
person.familyNameCosta
person.givenNameSerkan
person.givenNameAntonio
person.givenNamePatrícia
person.identifier.ciencia-id7010-38F4-40BC
person.identifier.orcid0000-0001-8269-5069
person.identifier.orcid0000-0003-0704-5386
person.identifier.orcid0000-0002-9532-3747
person.identifier.scopus-author-id55839412000
rcaap.rightsopenAccesspt_PT
rcaap.typearticlept_PT
relation.isAuthorOfPublication68a2a307-fbd8-4298-9aab-c885f30219af
relation.isAuthorOfPublication282165de-5545-4de2-81f6-d715fd366d52
relation.isAuthorOfPublication0760804c-5838-4c90-b158-a36060c41cda
relation.isAuthorOfPublication.latestForDiscovery68a2a307-fbd8-4298-9aab-c885f30219af

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