TY - GEN
T1 - How leadership styles impact enterprise systems success throughout the lifecycle
T2 - 2012 45th Hawaii International Conference on System Sciences, HICSS 2012
AU - Shao, Zhen
AU - Feng, Yuqiang
AU - Hu, Qing
PY - 2012
Y1 - 2012
N2 - Top management support has been identified as one of the most critical factors to the success of enterprise systems. However, few studies have addressed the issue of what type of top management support is most effective in which phase of the enterprise systems lifecycle. In this study, we argue that the effectiveness of management support is dependent on the top manager's leadership style and the specific phase of enterprise systems. Given the different challenges resulted from enterprise systems in different phases, and the variety of top management leadership styles, a one-size fits all approach is clearly inadequate. Drawing upon extant literatures, we propose a theoretical framework to clarify the relationships between the two most recognized leadership styles and the four phases of enterprise systems lifecycle. Specifically, we argue that transformational leadership is more effective in the adoption phase, while transactional leadership is more effective in the implementation phase, and a mixed leadership is more effective for the assimilation and extension phases. Our study deviates from the traditional focus on transformational leadership in management literature and breaks new ground in IS literature by highlighting the effectiveness of leadership in the success of enterprise systems throughout the lifecycle.
AB - Top management support has been identified as one of the most critical factors to the success of enterprise systems. However, few studies have addressed the issue of what type of top management support is most effective in which phase of the enterprise systems lifecycle. In this study, we argue that the effectiveness of management support is dependent on the top manager's leadership style and the specific phase of enterprise systems. Given the different challenges resulted from enterprise systems in different phases, and the variety of top management leadership styles, a one-size fits all approach is clearly inadequate. Drawing upon extant literatures, we propose a theoretical framework to clarify the relationships between the two most recognized leadership styles and the four phases of enterprise systems lifecycle. Specifically, we argue that transformational leadership is more effective in the adoption phase, while transactional leadership is more effective in the implementation phase, and a mixed leadership is more effective for the assimilation and extension phases. Our study deviates from the traditional focus on transformational leadership in management literature and breaks new ground in IS literature by highlighting the effectiveness of leadership in the success of enterprise systems throughout the lifecycle.
UR - https://www.scopus.com/pages/publications/84857946056
U2 - 10.1109/HICSS.2012.303
DO - 10.1109/HICSS.2012.303
M3 - 会议稿件
AN - SCOPUS:84857946056
SN - 9780769545257
T3 - Proceedings of the Annual Hawaii International Conference on System Sciences
SP - 4692
EP - 4701
BT - Proceedings of the 45th Annual Hawaii International Conference on System Sciences, HICSS-45
PB - IEEE Computer Society
Y2 - 4 January 2012 through 7 January 2012
ER -