Delegation in Global Software Teams: Leading or Managing?

Author

Zhang, Suling ; Tremaine, Marilyn ; Milewski, Allen E. ; Köbler, Felix

Author_Institution

Kean Univ., Union, NJ, USA

fYear

2009

fDate

13-16 July 2009

Firstpage

293

Lastpage

294

Abstract

Global teams are an important work structure in software development projects. However, little is known about how to handle the conflicting roles a global software team manager should play when delegating. This study investigated delegation practices in global software teams. It was found that global software team managers delegate more like a manager than a leader by delegating primarily to competent remote team members. In this paper, we explore the reasons behind such practices and offer suggestions on how to improve delegation decisions in global software teams.

Keywords

organisational aspects; project management; software development management; team working; global software team delegation; global software team manager; organizational structure; software development project; work structure; Conference management; Decision making; Energy management; Engineering management; Global communication; Patient monitoring; Productivity; Programming; Resource management; Software engineering; Delegation; global software team; leadership; management;

fLanguage

English

Publisher

ieee

Conference_Titel

Global Software Engineering, 2009. ICGSE 2009. Fourth IEEE International Conference on

Conference_Location

Limerick

Print_ISBN

978-0-7695-3710-8

Type

conf

DOI

10.1109/ICGSE.2009.41

Filename

5196947