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Managing Team Leadership Challenges in Integrated Operations

Managing Team Leadership Challenges in Integrated Operations

Sjur Larsen
Copyright: © 2013 |Pages: 20
ISBN13: 9781466620025|ISBN10: 1466620021|EISBN13: 9781466620032
DOI: 10.4018/978-1-4666-2002-5.ch007
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MLA

Larsen, Sjur. "Managing Team Leadership Challenges in Integrated Operations." Integrated Operations in the Oil and Gas Industry: Sustainability and Capability Development, edited by Tom Rosendahl and Vidar Hepsø, IGI Global, 2013, pp. 103-122. https://doi.org/10.4018/978-1-4666-2002-5.ch007

APA

Larsen, S. (2013). Managing Team Leadership Challenges in Integrated Operations. In T. Rosendahl & V. Hepsø (Eds.), Integrated Operations in the Oil and Gas Industry: Sustainability and Capability Development (pp. 103-122). IGI Global. https://doi.org/10.4018/978-1-4666-2002-5.ch007

Chicago

Larsen, Sjur. "Managing Team Leadership Challenges in Integrated Operations." In Integrated Operations in the Oil and Gas Industry: Sustainability and Capability Development, edited by Tom Rosendahl and Vidar Hepsø, 103-122. Hershey, PA: IGI Global, 2013. https://doi.org/10.4018/978-1-4666-2002-5.ch007

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Abstract

This chapter gives an empirically based account of leadership of teamwork in Integrated Operations settings, or “IO teamwork” as it is termed here. First, a brief presentation of the characteristics of IO teamwork and its leadership is provided. Then follows an overview of relevant theoretical perspectives to the study of team leadership in IO settings. Next, central challenges regarding leadership of IO teamwork are discussed, and empirical examples of how leaders of IO teams go about managing these challenges are provided. Finally, directions for future research in this area are given.

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