team development leadership emotional intelligence

Ferbrache, C. P. (2009). Virtual team leader emergence: A model to objectively measure leader emergence (Doctoral dissertation, California State University, Fresno). This dissertation focuses on leader emergence in virtual teams. The author discusses the formal and informal processes of virtual team leadership development, aiming for the emergence of an objective model or means of creating reliable, effective virtual teams. Ultimately, this research addresses a gap in the literature related to leadership within the virtual team setting.

Due to the unique characteristics and processes defining virtual teams, the same leadership theories and models that work for face-to-face teams may not be applicable to the virtual team. Although preliminary, this research is also instrumental in that the author provides a quantitative method to predict leader emergence, thereby improving the capacity of virtual teams to flourish. One of the main findings is that in virtual teams, leaders emerge through organic processes, linked possibly to personality traits even more so than team dynamics.

The informal process of leadership emergence in virtual teams can prove problematic. As a dissertation, this research is potentially limited in scope but can be used as a springboard for future research, including my own. The small and limited sample constrains the generalizability of the results, but still calls attention to the need for further empirical research. Virtual teams are becoming normative, necessitating the use of models like those developed through the results of this research.

I will carefully review the methods and implications of this dissertation and apply the fundamental approach to my own work. Frye, C. M., Bennett, R., & Caldwell, S. (2006). Team emotional intelligence and team interpersonal process effectiveness. Mid - American Journal of Business, 21(1), 49-56. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search-proquest-com.ezp.waldenulibrary.org/docview/214181517?accountid=14872 Emotional intelligence is linked with several leadership traits and to overall team functioning.

This research is an exploratory study designed to contribute to the growing body of knowledge on the efficacy of emotional intelligence. While the research does not demonstrate how to cultivate or capitalize on emotional intelligence constructs, the researcher does use an established instrument (the BarOn Emotional Quotient Inventory) to improve the overall validity of the results. A reasonable sample size (n = 33) of work teams and the use of regression analyses also improve the reliability of the results.

Specifically, the results show a possible predictive relationship between averaged interpersonal emotional intelligence within a team (measured via aggregate) and outcomes like team task orientation and team maintenance functions. This research offers tremendous implications for applied and theoretical research. For example, human resources managers can draw from the results of this study for more effective recruitment and employee development strategies. At the same time, workgroup team leaders can also focus on the means of improving aggregate emotional intelligence.

Human resources or project managers who recognize the importance of aggregate emotional intelligence may be able to apply the findings of this research to more effective recruitment and development strategies. In fact, one of the strengths of this research is the revelation that aggregate emotional intelligence can accommodate for specific emotional intelligence weaknesses among individual members of a team. I will draw on this research for my own study on leadership. Prati, L. M., Douglas, C., Ferris, G. R., Ammeter, A. P., & Buckley, M. R. (2003).

Emotional Intelligence, Leadership Effectiveness, and Team Outcomes. International Journal of Organizational Analysis (2003), 11(1), 21. Retrieved from https://ezp.waldenulibrary.org/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=10377604&site=ehost-live&scope=site This study also contributes to the growing body of knowledge connecting emotional intelligence constructs with leadership and team outcomes. Although not an experimental research design, the authors offer an extensive review of literature on emotional intelligence to bolster their contributions to theory development.

Emotional intelligence is defined and applied at the individual level, such as via traits like self-awareness and self-regulation. Then, the authors show how emotional intelligence is empirically linked to leadership behaviors and leadership effectiveness. Emotionally intelligent leaders may also increase overall motivation among team members, and is therefore linked with transformational leadership styles. The authors also provide several research propositions based on this extensive review of literature. In particular, the researchers show how emotional intelligence works to improve tangible outcomes.

Team cohesion and trust, role clarity and legitimate authority, creativity and productivity can all be increased via the influence of an emotionally intelligent leader. The research offers new directions for further research, and also inspires best practices in organizations. I will use this research to better understand the intricacies of emotional intelligence and how it functions as a cluster of leadership traits. Richardson, I., Casey, V., Mccaffery, F., Burton, J., & Beecham, S. (2012). A process framework for global software engineering teams. Information and Software Technology, 54(11), 1175-1191.

https://doi.org/10.1016/j.infsof.2012.05.002 As talent management in a global workplace environment becomes increasingly complex, researchers in leadership development need to understand the most important factors that promote global team efficacy. This research uses an extensive literature review to uncover themes related to global team management, focusing specifically on teams of software engineers. Moreover, the authors analyze potential threats to global software development teams. Whether implemented for cost-effectiveness or by necessity, the model of the global team is becoming ubiquitous.

Research like this, which uses a grounded theory and action research approach, is fundamental to organizational behavior and consulting practice. In spite of the tremendous diversity inherent in global teams, the researchers surprisingly found commonalities among the various global teams. Distance and geographic independence is one of the key features of a global team, presenting possible impediments to team success, increasing complexity of team dynamics, and the threat of miscommunication. These barriers in turn impact the overall collaboration and coordination of team-based needs and activities. Trust can mitigate.