Vol. 2 No. 2 (2014): Journal of Leadership and Management

Information technology self-leadership and innovation

Yeliz Eseryel
Department of Innovation Management & Strategy, Faculty of Economics and Business, University of Groningen, Groningen, Netherlands
Daan Bakker
Department of Innovation Management & Strategy, Faculty of Economics and Business, University of Groningen, the Netherlands
Deniz Eseryel
The Friday Institute for Educational Innovation, College of Education, North Carolina State University, USA
Published December 23, 2014
How to Cite
Eseryel, Y., Bakker, D., & Eseryel, D. (2014). Information technology self-leadership and innovation. Journal of Leadership and Management, 2(2). Retrieved from http://leadership.net.pl/JLM/article/view/39


We define IT self-leadership as the initiatives of a team’s members to use IT to improve their team performance. This exploratory multiple case study explores how IT self-leadership manifests in teams and how it contributes to the innovativeness of teams. IT self- leadership construct is developed by adapting the self-leadership construct to the information technology context. The study is conducted at six different product- or process-innovative teams, where the context of those teams was distributed between small organizations and large multinationals. Results show that IT self-leadership influences innovative behavior by enhancing communication, feedback, brainstorming, networking, sharing knowledge, visualization and adaptive behavior. Moreover, product innovations appear to be mostly influenced by IT self-leadership through technology driven idea generation. Process innovation on the other hand, is driven by the business and to a lesser degree by IT self-leadership. This paper concludes with practical suggestions to improve IT self-leadership and thereby team innovativeness.


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