A leadership framework for distributed self-organized scrum teams

IF 1.6 Q3 MANAGEMENT Team Performance Management Pub Date : 2017-08-07 DOI:10.1108/TPM-06-2016-0033
P. Srivastava, Shilpi Jain
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引用次数: 36

Abstract

Purpose Scrum, an agile software development method, has gained major interest among software development organizations. The scrum master should be well equipped with specific leadership traits and exhibit leadership behavior to effectively manage his/her team. However, in a distributed team, which is spread across geographies, having scrum master to lead the project team at each location is not viable. Therefore, every member in the team is expected to have the capability to become one. This paper aims to explore the leadership mechanisms desired for effective functioning of distributed self-organized scrum team members, leading to project success and overall customer satisfaction. Design/methodology/approach A qualitative research methodology with an open-ended questionnaire is followed by semi-structured in-depth interviews. The unit of analysis is a scrum master. Findings The qualitative findings unearth the kind of leadership mechanisms required for scrum masters and the team members in a self-organizing scrum team, leading to their project success and customer satisfaction. It includes a set of leadership approaches and behaviors explicitly related to the role of scrum masters. Both inductive and deductive approaches are used to develop a leadership framework applicable for distributed self-organized scrum teams. Research limitations/implications The proposed framework can be empirically tested with a large number of teams and more software organizations. Practical implications Organizations can use these identified specific leadership approaches and behaviors as parameters for identifying and selecting the potential scrum masters. They can be further trained on them to be an effective scrum master. Originality/value There is scant literature on the leadership mechanisms necessary for distributed scrum teams and their impact on project performance. This paper addresses this gap.
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分布式自组织scrum团队的领导框架
Purpose Scrum是一种敏捷的软件开发方法,在软件开发组织中引起了极大的兴趣。scrum大师应该具备特定的领导特质,并表现出有效管理团队的领导行为。然而,在一个分布在不同地区的分布式团队中,让scrum master在每个位置领导项目团队是不可行的。因此,团队中的每一位成员都有能力成为一名成员。本文旨在探索分布式自组织scrum团队成员有效运作所需的领导机制,从而获得项目成功和整体客户满意度。设计/方法论/方法采用开放式问卷的定性研究方法,然后进行半结构化的深入访谈。分析单元是scrum master。调查结果定性调查结果揭示了自组织scrum团队中scrum主管和团队成员所需的领导机制,从而使他们的项目成功并获得客户满意度。它包括一套明确与scrum主管角色相关的领导方法和行为。归纳和演绎方法都用于开发适用于分布式自组织scrum团队的领导框架。研究局限性/影响所提出的框架可以通过大量团队和更多软件组织进行实证测试。实际意义组织可以使用这些确定的特定领导方法和行为作为识别和选择潜在scrum大师的参数。他们可以进一步训练成为一名有效的scrum高手。原创性/价值关于分布式scrum团队所需的领导机制及其对项目绩效的影响,文献很少。本文解决了这一差距。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
3.40
自引率
29.40%
发文量
28
期刊介绍: This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.
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