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Coun MJH, De Ruiter M, Peters P. At your service: supportiveness of servant leadership, communication frequency and communication channel fostering job satisfaction across generations. Front Psychol 2023; 14:1183203. [PMID: 37720648 PMCID: PMC10502177 DOI: 10.3389/fpsyg.2023.1183203] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/09/2023] [Accepted: 08/14/2023] [Indexed: 09/19/2023] Open
Abstract
Introduction The present study contributes to the conversations on the role of 'autonomy supportive' factors in employee wellbeing in remote work contexts by examining the relationships between servant leadership, communication frequency - overall and via synchronous (i.e., individual video-calls, individual telephone calls) and asynchronous communication channels (i.e., e-mail messages, and WhatsApp) - on the one hand, and job satisfaction, on the other, and the moderating role of generation (Baby Boomers and Gen X versus Gen Y) in these relationships. Method Building on self-determination theory, incorporating insights from servant leadership, telework, and media richness and synchronicity literatures, we developed hypotheses that were tested via multilevel analysis (273 employees nested in 89 managers). Results In line with expectations, servant leadership had a positive relationship with job satisfaction. Total communication frequency, however, was not related to job satisfaction. Further analyses per communication channel showed that only level 2 e-mail communication frequency was positively related to job satisfaction. In contrast to expectations, the relationships studied were not moderated by generation. Discussion We concluded that, for all generations, both servant leadership and frequent (e-mail) communication can be regarded as 'autonomy supportive' factors in employee wellbeing. Paradoxically, whereas servant leadership, considered as a human-centric leadership style, suggests close trust-based employment relationships, employees valued frequent asynchronous communication (via e-mail). Having access to information and knowledge when needed may satisfy employees' need for autonomy (and perhaps for flexibility to engage in work and non-work activities). The insights gained in our study can inform organizations, managers, and employees, particularly in future remote work contexts.
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Affiliation(s)
| | - Melanie De Ruiter
- Center for Strategy, Organization and Leadership, Nyenrode Business Universiteit, Breukelen, Netherlands
| | - Pascale Peters
- Center for Strategy, Organization and Leadership, Nyenrode Business Universiteit, Breukelen, Netherlands
- Organization, Leadership and Management, Inland School of Business and Social Sciences, Lillehammer, Norway
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Hahn M, Semrau T. Virtual interaction and failure learning—The crucial role of team LMX composition. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2022. [DOI: 10.1080/09585192.2022.2151846] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/24/2022]
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Kashive N, Khanna VT, Powale L. Virtual team performance: E-leadership roles in the era of COVID-19. JOURNAL OF MANAGEMENT DEVELOPMENT 2022. [DOI: 10.1108/jmd-05-2021-0151] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe coronavirus disease 2019 (COVID-19) situation has led to the emergence of virtual teams in all organizations, and the role of leadership has become more pertinent. The current research focuses on understanding the factors for better team performance in virtual teams. Based on the contingency perspective, the behavioral complexity in leadership (BCL) theory is the most appropriate as BCL requires the leader to demonstrate multiple contrasting leadership behaviors according to the situation. Both internal as well external roles were explored, which could facilitate better communication quality and role clarity to increase interpersonal trust and leadership effectiveness in the current crisis.Design/methodology/approachData were collected from employees who have worked in virtual teams during the crisis and who have experience of working in a virtual team environment. A total of 200 questionnaires were distributed, and 175 were received. A path model was built applying partial least squares structural equation modeling (PLS-SEM).FindingsCommunication quality has come as a partial mediator for the relationship between internal and external leadership roles and trust. Role clarity fully mediated the relationship between external leadership roles and conflict. Internal and external leadership roles showed a significant effect on leadership effectiveness, which were further related to team performance in virtual teams. Additionally, synchronous technology was used more by virtual teams.Research limitations/implicationsThe study did not examine cultural differences or cultural adaptation in virtual teams. Instead of the BCL theory, future research may apply attribute-based or relational-based theory to examine leadership roles in virtual team performance.Originality/valueUsing the BCL theory, the current study contributes to an understanding of virtual team performance and the internal as well as external role of leaders. This is relevant in an environment of extreme ambiguity such as COVID-19.
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Refining virtual cross-national research collaboration: drivers, affordances and constraints. JOURNAL OF WORK-APPLIED MANAGEMENT 2022. [DOI: 10.1108/jwam-02-2022-0010] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe study aims to explore and explain the affordances and constraints of two-mode virtual collaboration as experienced by a newly forming international research team.Design/methodology/approachThis is self-reflective and action-oriented research on the affordances and constraints of two-mode virtual collaboration. In the spirit of professional development, the authors (nine researchers at different career stages and from various counties) engaged in a joint endeavour to evaluate the affordances and constraints of virtual collaborations in light of the recent literature while also researching the authors' own virtual collaboration during this evaluative task (mid-January–April 2021). The authors used two modes: synchronous (Zoom) and asynchronous (emails) to communicate on the literature exploration and recorded reactions and emotional responses towards existing affordances and constraints through a collective journal.FindingsThe results suggest both affordances in terms of communication being negotiable and evolving and constraints, particularly in forming new relations given tools that may not be equally accessible to all. Journaling during collaborations could be a valuable tool, especially for virtual collective work, because it can be used to structure the team supported negotiation and discussion processes, especially often hidden processes. It is evident that the role of a leader can contribute to an alignment in the assumptions and experiences of trust and consequently foster greater mutual understanding of the circumstances for productive team collaborations.Originality/valueThe findings of this study can inform academics and practitioners on how to create and facilitate better opportunities for collaboration in virtual teams as a rapidly emerging form of technology-supported working.
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Pianese T, Errichiello L, Cunha JV. Organizational control in the context of remote working: A synthesis of empirical findings and a research agenda. EUROPEAN MANAGEMENT REVIEW 2022. [DOI: 10.1111/emre.12515] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Tommasina Pianese
- Italian National Research Council (CNR) Institute for Studies on the Mediterranean (ISMed) Naples Italy
| | - Luisa Errichiello
- Italian National Research Council (CNR) Institute for Studies on the Mediterranean (ISMed) Naples Italy
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Weitzer J, Papantoniou K, Seidel S, Klösch G, Caniglia G, Laubichler M, Bertau M, Birmann BM, Jäger CC, Zenk L, Steiner G, Schernhammer E. Working from home, quality of life, and perceived productivity during the first 50-day COVID-19 mitigation measures in Austria: a cross-sectional study. Int Arch Occup Environ Health 2021; 94:1823-1837. [PMID: 33877416 PMCID: PMC8056371 DOI: 10.1007/s00420-021-01692-0] [Citation(s) in RCA: 15] [Impact Index Per Article: 5.0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/25/2020] [Accepted: 03/06/2021] [Indexed: 11/25/2022]
Abstract
OBJECTIVES To explore changes in quality of life and perceived productivity, focusing on the effects of working from home during the first COVID-19 50-day mitigation period in Austria. METHODS We conducted an Austrian-representative online survey (N = 1010) of self-reported life- and work-related changes during the first COVID-19 50-day mitigation period (March 16 through May 1 2020) compared to the situation before. We used multinominal logistic regression models to identify correlates of improved/decreased quality of life in the entire sample, and of improved/decreased productivity in a subsample of the working population (N = 686). We also calculated age- and multivariable-adjusted ORs and 95% CIs of an improved/decreased quality of life and an improved/decreased productivity by work from home status. RESULTS During the COVID-19 mitigation period, quality of life improved in 17.5%, but decreased in 20.7% of the general Austrian population; perceived productivity at work increased in 12.7%, but decreased in 30.2% of the working population. Working from home during the mitigation period was associated with an increased quality of life (vs. none, partially: OR 2.07, 95% CI 1.09-3.91; all the time: 3.69, 1.86-7.29). In contrast, perceived productivity seemed to decrease when people worked from home (vs. none, partially: 1.42, 0.86-2.35; all the time: 1.48, 0.85-2.58). Working from home and related benefits were not equally distributed among gender, age, and educational attainment. CONCLUSIONS A transition to more flexibility of workplace and working hours for employees could have important positive consequences for family and professional life, for stakeholders, for public health, and ultimately for the environment.
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Affiliation(s)
- Jakob Weitzer
- Department of Epidemiology, Center for Public Health, Medical University of Vienna, Vienna, Austria
| | - Kyriaki Papantoniou
- Department of Epidemiology, Center for Public Health, Medical University of Vienna, Vienna, Austria
| | - Stefan Seidel
- Department of Neurology, Medical University of Vienna, Vienna, Austria
- Institute for Sleep-Wake-Research, Vienna, Austria
| | - Gerhard Klösch
- Department of Neurology, Medical University of Vienna, Vienna, Austria
- Institute for Sleep-Wake-Research, Vienna, Austria
| | - Guido Caniglia
- Konrad Lorenz Institute for Evolution and Cognition Research (KLI), Klosterneuburg, Austria
| | - Manfred Laubichler
- School of Life Sciences, Arizona State University, Tempe, AZ, USA
- Santa Fe Institute, Santa Fe, NM, USA
- Complexity Science Hub, Vienna, Austria
| | - Martin Bertau
- Institut Für Technische Chemie, TU Bergakademie Freiberg, Freiberg, Germany
| | - Brenda M Birmann
- Channing Division of Network Medicine, Department of Medicine, Brigham and Women's Hospital and Harvard Medical School, Boston, MA, USA
| | - Carlo C Jäger
- Complexity Science Hub, Vienna, Austria
- Academy of Disaster Reduction and Emergency Management, School of Geography, Beijing Normal University, Beijing, 100875, China
- Global Climate Forum, 10178, Berlin, Germany
| | - Lukas Zenk
- Department for Knowledge and Communication Management, Faculty of Business and Globalization, Danube University Krems, Krems, Austria
| | - Gerald Steiner
- Complexity Science Hub, Vienna, Austria
- Department for Knowledge and Communication Management, Faculty of Business and Globalization, Danube University Krems, Krems, Austria
| | - Eva Schernhammer
- Department of Epidemiology, Center for Public Health, Medical University of Vienna, Vienna, Austria.
- Complexity Science Hub, Vienna, Austria.
- Channing Division of Network Medicine, Department of Medicine, Brigham and Women's Hospital and Harvard Medical School, Boston, MA, USA.
- Department of Epidemiology, Harvard T.H. Chan School of Public Health, Boston, MA, USA.
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Rogers BL, Madden LT, Grubb LK, Karriker JH. Shouting across the digital divide: the import of social interactions in virtual teams. TEAM PERFORMANCE MANAGEMENT 2021. [DOI: 10.1108/tpm-05-2020-0042] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this study is to extend the current understanding of virtual team (VT) workers’ willingness to continue working in VTs and the forces driving their affective reactions to teamwork. Specifically, this paper applies the input-mediator-output-input (IMOI) literature to investigate the influence of workers’ perceptions of their peers’ skills and peers’ interactions on perceptions of the teamwork process and subsequent affective reactions.
Design/methodology/approach
This paper draws on a sample of 997 virtual and face-to-face (FtF) students embedded in 242 project teams to test the hypotheses using multi-group comparisons in structural equation modeling (SEM).
Findings
Results support the assertion that team processes are essential in translating team skills and interactions into satisfaction with the team. Further, this paper finds that skills are more influential on teammate satisfaction for FtFs than they are for VTs; and, conversely, that VTs’ interactions are more pivotal regarding teammate satisfaction through VT processes than they are in FtFs.
Research limitations/implications
The effort contributes to the IMOI literature by showing how teams overcome virtuality to perform effectively and how team-embedded members react differently across VT and FtF contexts.
Originality/value
These findings are particularly notable given that prior research has suggested VT performance may not be contingent on social bonds within the team. Although this is possibly true for performance, the findings suggest that social interactions are, in fact, crucial to teams’ affective reactions.
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Palumbo R, Manna R, Cavallone M. Beware of side effects on quality! Investigating the implications of home working on work-life balance in educational services. TQM JOURNAL 2020. [DOI: 10.1108/tqm-05-2020-0120] [Citation(s) in RCA: 20] [Impact Index Per Article: 5.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeTelecommuting from home is back up on the agenda as a result of the unforeseen challenges brought by COVID-19. Working from home permits to avoid disruption in the ordinary functioning of educational institutions triggered by social distancing. However, home-based telecommuting may have some side effects on employees, especially in terms of work-life balance. Soft Total Quality Management (TQM) initiatives are needed to address these side effects. The article intends to shed light on these issues, providing some food for thought to scholars and practitioners.Design/methodology/approachSecondary data about the working conditions of 2,046 people employed in the education sector across Europe were investigated. A serial mediation analysis was designed to examine the direct and indirect implications of working from home on work-life balance.FindingsThe study suggests that home-based telecommuting may trigger work-to-life and life-to-work conflicts, due to the blurring of boundaries between work and everyday life. Soft tools, such as organizational meaningfulness (OM) and work-related well-being (WB), mediate the relationship between working from home (HW) and work-life conflicts (WLC), lessening the negative implications of working from home on work-life balance.Practical implicationsThe design and the implementation of home-based telecommuting arrangements should include a special concern for soft TQM practices. Among others, OM and WB are likely to minimize the disruption of remote employees' jobs and interpersonal relationships. Failure to do so impairs the ability of home-based employees to make sense out of their working arrangements and to achieve a sustainable work-life balance.Originality/valueThis is one of the first attempts to illuminate the side effects of home-based telecommuting and to investigate the role of soft TQM in addressing these side effects.
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Singh R. Information Exchange at a Distance: Examining the Influence of Leadership on Knowledge Sharing in Virtual Teams. JOURNAL OF THE AUSTRALIAN LIBRARY AND INFORMATION ASSOCIATION 2020. [DOI: 10.1080/24750158.2020.1761090] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
Affiliation(s)
- Rajesh Singh
- Division of Library and Information Science, St. John’s University, New York, NY, USA
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Degbey WY, Einola K. Resilience in Virtual Teams: Developing the Capacity to Bounce Back. APPLIED PSYCHOLOGY-AN INTERNATIONAL REVIEW-PSYCHOLOGIE APPLIQUEE-REVUE INTERNATIONALE 2019. [DOI: 10.1111/apps.12220] [Citation(s) in RCA: 11] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
| | - Katja Einola
- Hanken School of Economics Finland
- Lund University Sweden
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Panteli N, Yalabik ZY, Rapti A. Fostering work engagement in geographically-dispersed and asynchronous virtual teams. INFORMATION TECHNOLOGY & PEOPLE 2019. [DOI: 10.1108/itp-04-2017-0133] [Citation(s) in RCA: 20] [Impact Index Per Article: 4.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to explore the factors that enable work engagement to develop when asynchronous communication is used in virtual team (VT) projects.
Design/methodology/approach
Using a qualitative approach, a longitudinal study of an eight-month long VT project was carried out. Data collected included an extensive e-mail archive, project documentation, observation of team meetings and interviews with project members and leaders.
Findings
The findings show that VT leaders can actively promote work engagement through the effective use of resources along with appropriate practices that foster its development. They can also sustain and nourish work engagement throughout the different phases of the VT lifecycle project.
Research limitations/implications
The study has examined work engagement in asynchronous mediated settings. Future work should involve studying the effect of synchronous communications on work engagement within VTs.
Practical implications
Organizations that are interested in promoting effective virtual work practices need to train VT managers on how to keep VT members engaged throughout the various phases of the VT project.
Social implications
It is posited that developing work engagement is not a one-off practice, but instead, requires ongoing effort that should be evident and supported across the different phases of the VT lifecycle.
Originality/value
This paper forwards an important debate on work engagement in alternative, non-permanent, work settings.
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Mahadevan L, Kaleta JP. Free Wi-Fi: To Buy or Not to Buy. JOURNAL OF COMPUTER INFORMATION SYSTEMS 2018. [DOI: 10.1080/08874417.2018.1490157] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
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Gibbs JL, Sivunen A, Boyraz M. Investigating the impacts of team type and design on virtual team processes. HUMAN RESOURCE MANAGEMENT REVIEW 2017. [DOI: 10.1016/j.hrmr.2016.12.006] [Citation(s) in RCA: 22] [Impact Index Per Article: 3.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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Zuofa T, Ochieng EG. Working separately but together: appraising virtual project team challenges. TEAM PERFORMANCE MANAGEMENT 2017. [DOI: 10.1108/tpm-06-2016-0030] [Citation(s) in RCA: 20] [Impact Index Per Article: 2.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This paper aims to extend the extant knowledge on virtual teams by examining the challenges of virtual project teams in organisations in Nigeria.
Design/methodology/approach
Data were collected through semi-structured interviews. Totally, 20 interviews were recorded, transcribed and analysed. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the virtual project team issues identified by participants.
Findings
The findings from this study confirmed the growing relevance of virtual project teams in highly competitive global business environments. It emerged that some of the challenges identified in the study had some level of congruence with those previously identified from similar studies from other geographical locations. The findings also suggested that challenges in virtual project teams can be linked to the organisation, the project team and the virtual environment or even a combination of all.
Practical implications
The present study corroborates the position that managing virtual project teams requires additional efforts to attain their objectives through effective communications and the adoption of appropriate technology.
Originality/value
The originality of this study lies in its exploration of virtual project team challenges in a sub-Saharan Africa country (Nigeria). By identifying the challenges associated with virtual project teams, stakeholders will be better able to successfully establish and manage virtual project teams better.
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Prasad A, DeRosa D, Beyerlein M. Dispersion beyond miles: configuration and performance in virtual teams. TEAM PERFORMANCE MANAGEMENT 2017. [DOI: 10.1108/tpm-06-2016-0026] [Citation(s) in RCA: 10] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to understand different aspects of structural dispersion in virtual teams (VTs). The study measures five types of dispersion, their impact on VT performance and the moderating effect of electronic communication.
Design/methodology/approach
The authors collected data from 44 globally distributed VTs representing 403 members. The authors used details of the members’ locations to measure five elements of dispersion for each team: spatial, time-zone, number of locations, extent of numerical balance across locations and extent of isolated members for a team. The authors used two items to assess effective electronic communication and measured team performance on four items from three sources – members, leaders and third-party stakeholders.
Findings
Using regression, the authors found that the number of sites, degree of team balance and isolation had a negative impact on team performance. Spatial and temporal dispersion did not impact performance. Effective electronic communication moderated the relationship of team performance with team balance and the number of sites.
Research limitations/implications
Study presents novel findings on the role of team configuration in VTs. Limitations: the study provides pointers to the likelihood of a non-linear relationship between spatial distance and performance; however, the scope of the paper does not permit an examination of this model. Future research can study this relationship. Second, the study does not examine how team configuration impacts the team processes that discount performance. Finally, the study treats each index of dispersion as independent of the others. The analysis does not study the interplay between and among the indices.
Practical implications
The findings provide clear indicators for managers and researchers of VTs on the issues associated with the location and configuration of the teams. Managers, while designing and managing dispersed members are now informed of the impact of the number of sites and the sub-group dynamics. The study underscores the importance of effective electronic communication in managing dispersion.
Social implications
The study presents how faultiness based on location of VT sub-groups (as represented in the configuration of a team) can hamper performance. Literature suggests that this faultiness can also extend to social identities (based on gender, culture, etc.). The indicators provided by this study in this respect provide a topical focus for research because diverse dispersed teams are becoming more prevalent.
Originality/value
The study is the first empirical exploration of dispersion in VTs beyond the traditionally acknowledged dimensions of spatial distance and time-zones. It is a timely response to the recent trends in literature. Additionally, the study derives data from a unique data set of global VTs, thus making findings easily generalizable.
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Mokline B. Managing communicative conflicts and relational challenges in virtual teams. HUMAN SYSTEMS MANAGEMENT 2017. [DOI: 10.3233/hsm-171755] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
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Henderson LS, Stackman RW, Lindekilde R. The centrality of communication norm alignment, role clarity, and trust in global project teams. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2016. [DOI: 10.1016/j.ijproman.2016.09.012] [Citation(s) in RCA: 31] [Impact Index Per Article: 3.9] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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Emergent leadership in virtual teams: A multilevel investigation of individual communication and team dispersion antecedents. LEADERSHIP QUARTERLY 2016. [DOI: 10.1016/j.leaqua.2016.05.002] [Citation(s) in RCA: 44] [Impact Index Per Article: 5.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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Eubanks DL, Palanski M, Olabisi J, Joinson A, Dove J. Team dynamics in virtual, partially distributed teams: Optimal role fulfillment. COMPUTERS IN HUMAN BEHAVIOR 2016. [DOI: 10.1016/j.chb.2016.03.035] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
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Sarker S, Ahuja M, Sarker S, Kirkeby S. The Role of Communication and Trust in Global Virtual Teams: A Social Network Perspective. J MANAGE INFORM SYST 2014. [DOI: 10.2753/mis0742-1222280109] [Citation(s) in RCA: 146] [Impact Index Per Article: 14.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Affiliation(s)
- Saonee Sarker
- a Department of Entrepreneurship and Information Systems, Washington State University
| | | | | | - Sarah Kirkeby
- d Department of Informatics, Copenhagen Business School
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Stubbs G, Baghurst T. Collective Creative Problem Solving in Information Technology Distributed Work Teams. INTERNATIONAL JOURNAL OF E-COLLABORATION 2014. [DOI: 10.4018/ijec.2014070104] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/08/2022]
Abstract
Today's evolving business environment requires that organizations combine the talents of diverse and dispersed individuals to develop creative solutions to complex problems. One such emerging concept used by successful organizations to leverage the diverse talents of dispersed individuals is collective creative problem solving (CCPS) in distributed work teams. The purpose of this study was to develop a better understanding of the nature and motivating factors of CCPS in geographically dispersed teams. This goal was accomplished through examining information technology (IT) distributed work teams in a U.S. federal IT organization. Semistructured interviews were conducted with 21 IT specialists to explore the perceptions and lived experiences regarding CCPS of team leaders and team members in IT distributed work teams. Five core themes emerged: (a) developing a strategy to facilitate CCPS in distributed work teams, (b) using team interaction to stimulate CCPS, (c) motivating team members to engage in CCPS, (d) leading CCPS from a distance, and (e) using technology to achieve CCPS in distributed work teams. Based on the conclusions drawn from the study's findings, recommendations are provided for leaders and practitioners to leverage the full capabilities of CCPS in dispersed work environments.
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Affiliation(s)
| | - Timothy Baghurst
- College of Education, Oklahoma State University, Stillwater, OK, USA
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Leadership and team identification: Exploring the followers' perspective. LEADERSHIP QUARTERLY 2014. [DOI: 10.1016/j.leaqua.2013.10.010] [Citation(s) in RCA: 24] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Chamakiotis P, Dekoninck EA, Panteli N. Factors Influencing Creativity in Virtual Design Teams: An Interplay between Technology, Teams and Individuals. CREATIVITY AND INNOVATION MANAGEMENT 2013. [DOI: 10.1111/caim.12039] [Citation(s) in RCA: 23] [Impact Index Per Article: 2.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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Jawadi N. E-Leadership and Trust Management. INTERNATIONAL JOURNAL OF TECHNOLOGY AND HUMAN INTERACTION 2013. [DOI: 10.4018/jthi.2013070102] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/08/2022]
Abstract
Trust is considered a key factor in virtual team performance and outcomes. Recent studies suggest that e-leaders significantly contribute to trust development in their teams and that their contributions depend on the team’s level of virtuality. The purpose of this paper is to analyze the behaviors and practices that enable e-leaders to build trusty relationships in their teams. Using leadership behavioral complexity theory, we focus on the roles played by e-leaders in managing their teams. To this end, we conducted a large survey with virtual team members. The results highlight the importance of the roles of rational goals and human relations in trust management. With regard to the effects of virtuality, distance is found to have a significant negative moderator effect on the contribution of leadership to trust development, while the moderator effect of ICT use is positive.
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Mitchell R, Parker V, Giles M. Open-mindedness in diverse team performance: investigating a three-way interaction. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2012. [DOI: 10.1080/09585192.2012.654807] [Citation(s) in RCA: 15] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/14/2022]
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The three roles of a project portfolio management office: Their impact on portfolio management execution and success. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2012. [DOI: 10.1016/j.ijproman.2012.01.015] [Citation(s) in RCA: 100] [Impact Index Per Article: 8.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
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Staples DS, Webster J. Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams. INFORMATION SYSTEMS JOURNAL 2008. [DOI: 10.1111/j.1365-2575.2007.00244.x] [Citation(s) in RCA: 294] [Impact Index Per Article: 18.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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