TY - GEN
T1 - Exploring the impact of leadership competencies on team social capital and performance in IT service team
AU - Lee, Jungwoo
AU - Lee, Hyejung
AU - Park, Jun Gi
PY - 2013
Y1 - 2013
N2 - This study applies social capital theory to IT service team environment. Research model of this study includes emotional, cognitive, and social intelligence competencies of project managers leading to project performance while team social capital posited as a mediator between competencies and performance. PLS analysis of 285 data points collected via a survey revealed: (1) emotional intelligence competencies directly influence project performance but maintains no indirect influence via team social capital, (2) social intelligence competencies indirectly and strongly influence project performance via the social capital among team members, but maintains no direct influence, and (3) cognitive intelligence competencies maintains both direct and indirect influence. Analysis also reveals that it takes time to grow team social capital. Teams involved in longer term IT service project maintains higher level of team social capital compared to shorter term projects. Implications of findings are discussed at the end, and further studies are suggested.
AB - This study applies social capital theory to IT service team environment. Research model of this study includes emotional, cognitive, and social intelligence competencies of project managers leading to project performance while team social capital posited as a mediator between competencies and performance. PLS analysis of 285 data points collected via a survey revealed: (1) emotional intelligence competencies directly influence project performance but maintains no indirect influence via team social capital, (2) social intelligence competencies indirectly and strongly influence project performance via the social capital among team members, but maintains no direct influence, and (3) cognitive intelligence competencies maintains both direct and indirect influence. Analysis also reveals that it takes time to grow team social capital. Teams involved in longer term IT service project maintains higher level of team social capital compared to shorter term projects. Implications of findings are discussed at the end, and further studies are suggested.
UR - http://www.scopus.com/inward/record.url?scp=84875528157&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84875528157&partnerID=8YFLogxK
U2 - 10.1109/HICSS.2013.224
DO - 10.1109/HICSS.2013.224
M3 - Conference contribution
AN - SCOPUS:84875528157
SN - 9780769548920
T3 - Proceedings of the Annual Hawaii International Conference on System Sciences
SP - 4344
EP - 4353
BT - Proceedings of the 46th Annual Hawaii International Conference on System Sciences, HICSS 2013
T2 - 46th Annual Hawaii International Conference on System Sciences, HICSS 2013
Y2 - 7 January 2013 through 10 January 2013
ER -