A Critical Review and Meta-Analysis Of Leadership Behaviors and Virtual Teams Performance

Hill, N. Sharon; Lorinkova, Natalia; Karaca, Ayse

doi:10.5465/ambpp.2014.12990abstract

Cited by 6 publications

(3 citation statements)

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“…The organization of the virtual team workload includes standardization of strategy, installation of appropriate working environments along with necessary training, organization of communication channels, and encouragement of interactions through those channels. (Fan et al, 2011;Hill et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

An approach to agile management of virtual student teams in smart environment development

Mihajlović-Milićević

Radenković

Лабус

et al. 2022

Interactive Learning Environments

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This paper studies the problem of coordination and supervision of virtual teams and their capabilities. The goal is to develop a model suitable for managing virtual student teams specialized in the development of smart environments. The developed model is based on SAFe and DevOps, which when combined provide us with a framework for the evaluation of team capabilities in an academic environment. Additionally, DevOps principles can be more efficiently leveraged through an agile methodology to provide students with a better understanding of continuous value delivery. Through the application of the proposed model, virtual student teams gained practical experience in self-organization and virtual team management while being efficiently monitored and guided through the project lifecycle. Virtual student teams were likewise encouraged to be more agile, as this change in mindset is imperative in business, and as such must also be adopted in academic environments. By incorporating best practices of the corporate environments into the existing curriculum, we have proven that by adopting the proposed model these changes can be feasibly incorporated to the satisfaction of both the students and their future employers.

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Section: Introductionmentioning

confidence: 99%

An approach to agile management of virtual student teams in smart environment development

Mihajlović-Milićević

Radenković

Лабус

et al. 2022

Interactive Learning Environments

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“…Leadership behaviors have often been classified under two main streams in the literature, namely, person and task-oriented behaviors (Klein et al , 2011; Hill et al , 2014; Burke et al , 2006; Ceri-Booms et al , 2017). Person-oriented behaviors refer to the type of leader behaviors that would inspire followers with an aim to instill leaders’ vision and values.…”

Section: Introductionmentioning

confidence: 99%

Context and person-oriented leader in teams: a meta-analytical review

Ceri-Booms

2020

TPM

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Purpose The research studies the role of contextual moderating variables on the relationship between person-oriented leadership behaviors (POLBs) and team performance. The authors claim that the varying effect sizes between POLBs and team performance are large because of the context the team is functioning in. Therefore, based on the framework of Johns (2006), this paper aims to investigate the moderating role of the relevant demographic (leader gender), social (in-group collectivism and team size), task (skill differentiation) and methodological (common method bias and the rater of the team performance) contextual variables in the study. Design/methodology/approach The authors accumulated evidence from 48 independent primary studies (N team = 4,276) to run the meta-analytic analyses. The authors followed the procedures described by Schmidt and Hunter (2015). For the categorical moderators, the analyzes were aided by the Hunter–Schmidt meta-analysis programs (2.0) (Schmidt and Le, 2014), which is an interactive software using a random-effects model. In the analyzes for the continuous moderators, the authors used Lipsey and Wilson’s (2001) statistical package for the social sciences macros and run meta-regressions using a random-effects model with unrestricted maximum likelihood. Findings The results indicate that the relationship weakens when female leaders exhibit these behaviors and when the team size increases. On the other hand, in-group collectivism strengthens the relationship. The study also found that the common method bias and the assessment method of the team performance are significant moderators altering the relationship. Practical implications The study highlights the perceptual differences and biases based on leader gender. Acknowledging these biases may help practitioners to appreciate the female qualities in leadership and decrease the undervaluation of female effectiveness. To create high-performing teams, leaders in high in-group collectivist countries are expected to develop a family feeling in the team by showing their concern for personal issues and build close interpersonal relationships. Researchers should use multiple sources to assess the predictor and criterion variables and also opt for more objective assessment methods for team performance. Originality/value With this study, the authors follow a substantively different perspective compared to the past meta-analytic reviews on this relationship. Rather than testing the inquiry whether there is a relationship between the two variables, the authors specifically focus on the role of contextual moderating variables. Several researchers have acknowledged that contextual considerations are critical in leadership-team performance research. Nevertheless, the body of research remains to be not cohesive. Thus, the study answers a call in the leadership area for a more context-based and cohesive understanding of the effects of leadership on team performance.

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“…Virtual team formation has also been found useful for enabling organizations to pool the talents of their own employees, and employees of trading partners to meet the demands of today's competitive global environment (Gibson et al, 2014). However, the natural evolution of virtual teams in a dynamic business environment can leave many organizations grappling with a succession of problems, including: the formalization of virtual team work processes and strategies (Carter et al, 2015;Lee, 2009); the role of technology in a virtual team environment (Clear and MacDonell, 2011;Bryant et al, 2009); the issue of virtual team communication (Cramton and Orvis, 2003;Riopelle et al, 2003); the creation of suitable organizational structures for virtual team operations (Bryant et al, 2009;Johnson et al, 2001); and the interaction of personnel that comprise the virtual team and their supporters (Hill et al, 2014;Fan et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

An Analysis of Virtual Team Characteristics: A Model for Virtual Project Managers

Cormican

Morley

Folan

2015

Journal of Technology Management & Innovation

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An integrated model, created to guide project managers, is outlined for the implementation and management of virtual teams. This model is developed by means of an exploratory literature review and an empirical investigation of virtual team utilization in a multinational medical device manufacturer, which examines several factors critical to their success. A TOWS matrix is used to structure the results of the analysis and to identify future virtual team strategies for the organization. The study demonstrates that a structured approach is essential to ensure that the benefits resulting from virtual teamwork are maximized.

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A Critical Review and Meta-Analysis Of Leadership Behaviors and Virtual Teams Performance

Cited by 6 publications

References 0 publications

An approach to agile management of virtual student teams in smart environment development

An approach to agile management of virtual student teams in smart environment development

Context and person-oriented leader in teams: a meta-analytical review

An Analysis of Virtual Team Characteristics: A Model for Virtual Project Managers

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