Prior work on leadership in information systems development (ISD) teams has assumed that all developers are treated equally by their team leader and ignored the possibility that differentiated leader-member exchange (LMX) may be an important instrument for team leaders to influence self-organizing, agile ISD teams. We conducted a concurrent mixed methods inquiry to understand how LMX differentiation is associated with developer satisfaction in agile ISD teams and through which team processes agile ISD teams address LMX differentiation. We ran a multilevel, multistage survey of 1,894 software developers in 217 teams and an embedded case study of five ISD teams drawing on qualitative data from 40 interviews of developers and team leaders. Two focus groups (one with 10 developers and one with 10 team leaders) helped to substantiate the meta-inferences from the quantitative and qualitative studies. The results showed that LMX differentiation was positively associated with developer satisfaction, especially in teams with high-quality team-member exchange (TMX). We identify three team processes (i.e., collectivization of resources, visible appreciation of privileges, and freeing up leader capacities) that are enacted through agile ISD practices and allow ISD teams to leverage benefits from LMX differentiation for all their members.

中文翻译：

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平等并不会让你快乐：差异化的领导者与成员之间的交流和团队与成员之间的交流对敏捷开发团队中开发者满意度的影响

先前关于信息系统开发 (ISD) 团队领导力的研究假设所有开发人员都受到团队领导者的平等对待，而忽略了差异化领导者-成员交换 (LMX) 可能是团队领导者影响自组织的重要工具的可能性。 ，敏捷的ISD团队。我们进行了并发混合方法调查，以了解 LMX 差异化与敏捷 ISD 团队中的开发人员满意度之间的关系，以及敏捷 ISD 团队通过哪些团队流程来解决 LMX 差异化问题。我们对 217 个团队的 1,894 名软件开发人员进行了多层次、多阶段的调查，并对 5 个 ISD 团队进行了嵌入式案例研究，该研究利用了对开发人员和团队领导者的 40 次访谈的定性数据。两个焦点小组（一组有 10 名开发人员，一组有 10 名团队领导）帮助证实了定量和定性研究中的元推论。结果表明，LMX 差异化与开发人员满意度呈正相关，尤其是在具有高质量团队成员交换 (TMX) 的团队中。我们确定了通过敏捷 ISD 实践制定的三个团队流程（即资源集体化、特权的可见欣赏和释放领导者能力），并允许 ISD 团队为其所有成员利用 LMX 差异化带来的好处。