This week’s journal article focuses on attribution theory and how it influences the implementation of innovative technologies. Two types of employee attributions are noted in the article (intentionality and deceptive intentionality), please review these concepts and answer the following questions:
1. How do geographically dispersed teams collaborate effectively?
2. Please find at least three tools on the market that teams can use to collaborate on a geographically dispersed team. Please note the pros and cons of each tool.
3. Based on the research above, note which tool you would select if you were managing the geographically dispersed team and why.
Be sure to use the UC Library for scholarly research. Google Scholar is also a great source for research. Please be sure that journal articles are peer-reviewed and are published within the last five years.
The paper should meet the following requirements:
· 3 pages in length (not including title page or references)
· APA guidelines must be followed. The paper must include a cover page, an introduction, a body with fully developed content, and a conclusion.
· A minimum of five peer-reviewed journal articles.
The writing should be clear and concise. Headings should be used to transition thoughts. Don’t forget that the grade also includes the quality of writing.
Required Reading
· Chapter’s 6, 7, and 8 in the text
· (2016). Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams. Personnel Psychology, 69(1), 159–198. https://doi.org/10.1111/peps.12108 http://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=eue&AN=112508299&site=eds-live&custid=s8501869&groupid=main&profile=eds_new
Optional Resources:
Chapter 6, 7, & 8 Journal articles
· Journal Article 6.1: Russell, R.G. and Mizrahi, R. (1995) ‘Development of a situational model for transformational leadership,’ Journal of Leadership Studies, 2(3): 154–163.
· Journal Article 6.2: Tyssen, A.K., Wald, A. and Spieth, P. (2013) ‘Leadership in temporary organizations: a review of leadership theories and a research agenda’, Project Management Journal, 44(6): 52–67.
· Journal Article 6.3: Greenwood, R.G. (1996) ‘Leadership theory: a historical look at its evolution’, Journal of Leadership Studies, 3(1): 3–16.
· Journal Article 7.1: Chaturvedi, S., Arvey, R.D., Zhang, Z. and Christoforou, P.T. (2011) ‘Genetic underpinnings of transformational leadership: The mediating role of dispositional hope’, Journal of Leadership & Organizational Studies, 18(4): 469–479.
· Journal Article 7.2: Groves, K.S. (2005). ‘Linking leader skills, follower attitudes, and contextual variables via an integrated model of charismatic Leadership’, Journal of Management, 31(2): 255–277.
· Journal Article 7.3: Heracleous, L. and Klaering, L. A. (2014) ‘Charismatic leadership and rhetorical competence: an analysis of Steve Jobs’s rhetoric’, Group & Organization Management, 39(2): 131–161.
· Journal Article 8.1: Madlock, P.E. (2008). ‘The link between leadership style, communicator competence, and employee satisfaction’, The Journal of Business Communication (1973), 45(1): 61–78.
· Journal Article 8.2: Carmeli, A., Tishler, A. and Edmondson, A.C. (2012) ‘CEO relational leadership and strategic decision quality in top management teams: the role of team trust and learning from failure’, Strategic Organization, 10(1): 31–54.
Text book:
Title: Organizational Leadership
ISBN: 9781529715460
Authors: John Bratton
Publisher: SAGE
Publication Date: 2020-02-10