Leadership and IT Productivity: An Annotated Bibliography

Annotated Bibliography

Affoumado, S. (1998). Project leadership. Management Information Systems, 18(5), 38-44.

This article reports on the leadership strategies of IT leaders Brad Alston, Charles Troutman and Patricia Valentino, which include: clear communication of IT projects, providing user-friendly infrastructure and functions that manage system relationships.

Aral, S, Brynjolfsson, E & Van, AM. (2012). Information, technology, and information worker productivity. Information Systems Research, 23(3/2), 849-867.

This paper explores the relationship between electronic communication networks and worker productivity. The extensive research presented is a result of data collected about and through office IT systems and concludes that IT-enabled knowledge networks have a positive effect on work outputs, team members and team leaders with optional implementations for monitoring online employee activity.

Armstrong, C. P., & Sambamurthy, V. (1999). Information technology assimilation in firms: The influence of senior leadership and IT infrastructures. Information Systems Research, 10(4), 304-327.

This article focuses on IT assimilation and its impact on the successful outcomes of business activities and strategies, as well as the role that quality leadership plays in motivation and the dynamics of IT assimilation.

Byrd, T. A., Lewis, B. R., & Bradley, R. V. (2006). IS infrastructure: the influence of senior IT leadership and strategic information systems planning. Journal of Computer Information Systems, 47(1), 101-113.

Byrd and Bradley’s research examines the assimilation of information systems in complex organizations and the high priority given to its effective integration. Within this context, there are strong links between IT leaders, planning strategies and the success of the information systems they implement: the paper presents an empirical investigation of this relationship.

Chester, T. M. (2006). A roadmap for IT leadership and the next ten years. Educause Quarterly, 29(2), 56.

This paper deals with IT in higher education and defines the importance of technology advocacy as the IT industry advances. To acquire an efficient strategic view of IT investments, a change in the way leaders evaluate IT is required. The defined argument has relevance beyond the field of higher education.

Feld, C. S., & Stoddard, D. B. (2004). Getting IT right. Harvard Business Review, 82(2), 72-81.

Successful IT performance and its direct linkage to positive IT leadership, communication and cost management is the focus of this paper, which examines the pressure placed on IT departments and their lack of integration into the businesses they function in or alongside. Leadership strategies are suggested in the conclusion as a way of increasing IT performance.

Forester, T. (1989). Computers in the human context: Information technology, productivity, and people. Cambridge, MA: MIT Press.

This book puts forward the need for a social understanding of IT, citing ineffective technical and economic use of systems. While these issues pertain to IT leadership, Forester goes on to discuss the ethical concerns of IT, which is less relevant to the focus of leadership and productivity.

Grahl, R. (2004). IT leadership and innovation. Pulp & Paper, 78(3), 27.

This article assesses the positive general attributes of IT companies, including reliable leadership teams. It goes on to suggest stronger and more creative leadership is needed to distinguish approaches to business and keep abreast of the competition.

Guibord, AR. (2012). IT leadership manual: Roadmap to becoming a trusted business partner. Hoboken, NJ: Wiley-Blackwell.

This book takes into account IT leadership and organizational challenges and outlines strategies for leaders in the IT industry to keep their skills and knowledge current, business-oriented and attuned to future developments. The leadership model put forward by Guibord encompasses innovation, collaboration and the roles of influencer and advisor.

Hambley, L. A., O’Neill, T. A., & Kline, T. J. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational Behavior and Human Decision Processes, 103(1), 1-20.

This paper investigates the impact of leadership and communication styles on the outputs of team interaction and achievement. The results indicate the impact of transformational versus transactional leadership styles and varied IT modes of communication have on team performance.

Hetland, H., Sandal, G. M., & Johnsen, T. B. (2007). Burnout in the information technology sector: Does leadership matter? European Journal of Work and Organizational Psychology, 16(1), 58-75.

This paper focuses on the perspective of IT team members in assessing the leadership capacity of their manager/s. The results of the study indicate the success of transactional leadership over transformational, and that team members are more prone to recognize negative leadership skills.

Hornbach, K. (1996). Competing by business design—the reshaping of the computer industry. Long Range Planning, 29(5), 616-628.

Horbach begins by mapping the restructure of the IT industry and the business models that have influenced these changes. The article encourages leaders in IT and similarly fast-paced industries to combine competitive specializations and viable business designs to ensure continuing efficiency.

Hoving, R. (2007). Information technology leadership challenges—past, present, and future. Information Systems Management, 24(2), 147-153.

Citing a background of IT ethnographic research, Hoving suggests a series of leadership challenges to those in the IT industry based on trends in technology, resource management and the demand for industry excellence.

Hussain, D & Hussain, KM. (1997). Information technology management. Boston, MA: Butterworth-Heinemann.

This book relies on case studies to discuss three aspects of IT management. Most relevant to leadership is the first section, which deals with computing and human resources and the development of information systems. Key issues such as development strategies, trends, outsourcing, data, and network management and quality control are subsequently discussed.

Kaplan, S. (2001). Welcome to hard times. CIO, 14(17), 118-27.

Kaplan writes for an audience of executive leaders in IT, referencing the downswing of the industry at the time the article was published. The article outlines effective practices for dealing with staff reductions and decreasing costs.

Katz, R. N., Kvavik, R. B., Penrod, J. I., Pirani, J. A., Nelson, M. R., & Salaway, G. (2004). Information technology leadership in higher education: The condition of the community. ECAR Key Findings. EDUCAUSE Center for Applied Research.

This paper approaches the IT industry as an emerging and evolving professional community, shaped by the swift changes in its technologies. This qualitative and quantitative research analysis includes an evaluation of IT leadership styles and advancements.

Keen, P. G. (1999, April 12). Middle-out ideas. Computerworld, p. 56.

With a focus on IT industry and leadership trends, Keen cites ongoing revolutions in the IT industry and outlines the critical need, as this happens, for a restructuring of IT leadership roles.

Mcrobbie, MA & Wheeler, B . (2010). Three IT leadership insights. EDUCAUSE Review, 45(3), 8.

With reference to their own experiences, Mcrobbie and Wheeler suggest three methods of successful IT leadership. These methods involve on the integration of business and IT goals, widespread input into strategic plans, solid resources and, above all, collaborative leadership between business and IT executives.

Mohan, RR. (2010). Information technology management. Jaipur, India: Global Media. Retrieved from http://site.ebrary.com/lib/alltitles/docDetail.action?docID=10415298&p00=information%20technology%20management

The wide research focus of this book includes information technologies, their relevance to information services and their expansion, as well as IT professionals. The role of the latter group is viewed in the context of handling information and advancing information systems—an evaluation of the skills of IT professional and their leaders is discussed over two chapters.

Morton, M. S. (1991). The Corporation of the 1990s: information technology and organizational transformation. New York, NY: Oxford University Press.

This is a well-researched resource on management in data processing, IT and organizational change. It provides a timeline from the IT revolution to current strategy development and management and assesses organizational effects on IT jobs and skills.

Moschella, D. C. (1997). Waves of power: dynamics of global technology leadership, 1964-2010. New York: AMACOM.

This book emphasizes the dynamism of the IT industry and its developments. Moschella, a leading IT journalist, gives an analytical overview of IT growth, making this a key text in understanding how leadership styles can operate within the industry.

Norris, D. M., & Dolence, M. G. (1996). IT leadership is the key to transformation. CAUSE EFFECT, 19, 12-20.

This research focuses on the use of IT in higher education. As well as assessing the transitions required from the institutions, Norris and Dolence consider the business and planning challenges for IT leaders and their need to create new models of information, design and implementation.

Pahal, D. L. (1999). Effective leadership—an IT perspective. Online Journal of Distance Learning Administration, 2(2). Retrieved from http://www.westga.edu/~distance/ojdla/summer22/pahal22.html

Pahal presents an analysis of leadership in the IT industry in relation to its rapid growth and advancements. The definition of effective IT leadership in the paper draws on successful leadership strategies displayed by those outside of the IT industry, thereby emphasizing the general and particular requirements of contemporary IT leaders.

Powell, T. C., & Dent-Micallef, A. (1997). Information technology as a competitive advantage: the role of human, business, and technology resources. Strategic Management Journal, 18(5), 375-405.

This paper critiques qualitative research and focuses on empirical findings to examine the relationship between IT and firm performance. Since its findings focus on the success of its research approach, this relevance of the article is mostly found in its introductory discussion of the IT industry.

Russell, L & Feldman, J. (2003). IT leadership alchemy. Upper Saddle River, NJ: Prentice Hall PTR.

This book is a guide for potential leaders to develop positive interpersonal and business skills in the areas of: staff development, strategy, customer focus and project management. The learning resources included are straightforward and well-constructed.

Stewart, Glenn (2001). Emancipating IT leadership: An action research program. (Unpublished doctoral dissertation). Queensland University of Technology, Brisbane.

Stewart’s research comprises of a number of case studies focusing on IT and information systems. The dissertation relies on action research for its analysis of transformational leadership.

Thite, M. (2000). Leadership styles in information technology projects. International Journal of Project Management, 18(4), 235-241.

This article summarizes the results of a research project on leadership styles of managers within the IT industry, with a focus on transformational and technical leadership on project success. The recommendations concluding the study indicate the effectiveness of a flexible management style.

von Urff Kaufeld, N., Chari, V., & Freeme, D. (2009). Critical Success Factors for Effective IT Leadership. Proceedings of the 2nd European Conference on Information Management and Evaluation. Academic Conferences Limited.

This collection examines, from a number of perspectives, the rapid expansion of the IT industry and the challenges facing its professionals. Because of this increasing pressure, the need for effective, worker-oriented and resolution-based leadership is needed—the papers within these proceedings strategize a variety of solutions.

Vowler, J. (1998, November 26). Get your nodes to the network. Computer Weekly, p. 74.

This brief article but incisive article takes note of IT leadership trends by suggesting key strategies to ensure productivity: personal assessment of workplace situations, thorough knowledge of organizations and one’s professional capabilities.

Weill, P., & Woodham, R. (2002). State Street Corporation: Evolving IT governance. MIT Sloan School of Management Working Paper No. 4236-02. Massachusetts Institute of Technology.

This case study focuses on the investment of non-IT businesses in IT and how this requires separate managerial strategies to maximize investment return.