A Literature Review on Challenges of Virtual Team's Leadership

Gazor, Hossein

doi:10.5296/jsr.v3i2.2247

Cited by 10 publications

(11 citation statements)

References 40 publications

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“…Mehtab, Rehman, Ishfaq and Jamil (2017) in their study established that good communication is key to the success of virtual teams. Gazor, (2012) postulates that virtual teams are exerting much effort to improve performance and to apply resources and talent efficiently. Moreover, claim that there are some challenges as well as opportunities associated with virtual work.…”

Section: Virtual Leadershipmentioning

confidence: 99%

Effects of Leadership Styles on Employee Performance: A Case Study of Turnall Holdings LTD, Harare

Beauty¹,

Aigbogun²

2022

IJARBSS

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This article presents the results of a study that was undertaken to examine the impact of styles of leadership on employees' performance, mainly the impact of transformational, transactional and laissez -faire leadership styles. In addition, especially, during rapid Covid-19 pandemic, leadership skills that effectively maintain organizational goals and objectives at the same time managing teams effectively is the key for organizational sustainability. Thus, crucial issues that impact leadership aiming to implement policies by World Health Organization (WHO) in an effort to curb contagion to employees are discussed. Statistical population of the study consists of 255 employees. A sample size of 156 was drawn from Turnall Holdings using a stratified random sampling technique. A quantitative approach, descriptive survey research design and a structured questionnaire which consists of close-ended questions were used for this study. The questionnaire was analyzed using Statistical Package for Social Sciences (SPSS) version 23.0. The leadership styles were measured through the Multi-factor Leadership Questionnaire. Employee performance was measured using Yousef (2000) scale. Regression, descriptive, demographic analysis and reliability test, (Cronbach's Alpha) were presented. For data analysis, descriptive and inferential techniques were used. Regression coefficient was utilized to assess the influence of styles of leadership on the performance of employees. Results exhibited that transformational and laissez-faire styles significantly positively impact employee performance. Whilst, transactional leadership is found to have a negative impact. Hence, to achieve desired upsurge performance this study commends that leader should exert more transformational followed by laissez-faire attributes and possibly shun transactional style since it diminishes employee performance. Study findings can benefit leaders as they could recognize and adopt the most appropriate styles and skills of leadership to be executed in order to attain maximum employee performance during and post Covid-19 pandemic.

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Section: Virtual Leadershipmentioning

confidence: 99%

Effects of Leadership Styles on Employee Performance: A Case Study of Turnall Holdings LTD, Harare

Beauty¹,

Aigbogun²

2022

IJARBSS

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“…There are a range of reasons why we expect leaders engaging in social identity management to be beneficial to virtual team success. Earlier research has highlighted the need to build trust and establish a sense of cohesion in order to build an effective virtual team (e.g., Chinowsky and Rojas, 2003 ; Clark et al, 2010 ; Gazor, 2012 ). Highly identifying with one’s virtual team was shown to help overcome the perception of subgroups if faultlines were present (e.g., Boyraz, 2019 ), while a shared identity was also argued to foster effective communication and information sharing which is important to effectively work on common tasks ( Kimble, 2011 ).…”

Section: Diversity Subgroup Formation and Leadership In Virtual Teamsmentioning

confidence: 99%

Subgroup Formation in Diverse Virtual Teams: The Moderating Role of Identity Leadership

2021

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Background: As today’s organizations are becoming increasingly globalized and adding the impetus to a more remote form of working due to the present COVID-19 pandemic, new ways of collaboration—like virtual teams—have gained importance. In the present study, we aim to investigate how virtual team outcomes are linked to perceived diversity and subgroup formation and attempt to gain some initial insight into the role of the social identity approach to leadership in virtual teams.Method: In the present cross-sectional study, a total of 102 virtual team members participated in an online survey measuring perceived diversity, identity leadership, subgroup formation, perceived performance, and team satisfaction, to examine the factors moderating the relationship between perceived diversity and subgroup formation as well as between perceived diversity and team performance and satisfaction.Results: Moderation analysis revealed that perceived diversity had a negative influence on performance ratings when subgroups were highly perceived to be present, but not if subgroup formation was rated as low. The relationship between perceived diversity and team satisfaction was not moderated by perceived subgroup formation. Furthermore, identity leadership was found to be positively related to team satisfaction and perceived performance, while subjective diversity was negatively associated with both team outcomes. Identity leadership moderated the relationship between perceived diversity and subgroup formation, in that high levels of identity leadership weakened the positive relationship.Conclusion: This study provides first evidence to the importance of the team leader’s role as a manager of a shared social identity in virtual teams where perceived differences can lead to subgroup splits, as identity leaders may hinder the emergence of subgroups in virtual teams.

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“…According to Gazor (2012), activities of most organizations have increasingly become more global and with competition from both local and international markets, the focus is now shifting from production towards service. Nydegger and Nydegger (2010) adds to this by noting that indeed many organizations are struggling and as such, trying to find new innovative ways of remaining competitive and efficient.…”

Section: Challenges and Opportunities With Virtual Teamsmentioning

confidence: 99%

“…According to Gazor (2012), there are several problems that virtual teams face including ineffective communication, broken trust among members and with leadership especially and intercultural differences. On the other hand, numerous opportunities arise because of this strategic approach in using virtually distributed teams.…”

Section: Introductionmentioning

confidence: 99%

Manifestation of emotional intelligence and Transformational leadership in virtual teams: Case study of Nairobi technology hub

Mburu¹

2020

Afr. J. Bus. Manage.

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The dynamic nature of business and organizational operations in the 21st century as being influenced by tough economic times, globalization and need for higher effectiveness is forcing leaders to adopt more relevant approaches to management. One such adaptation is the use of virtual teams for international organization that have globally distributed offices and functions. This study provides insights into the role of emotional intelligence and leadership skills necessary for ensuring individual success and team effectiveness in a virtual team within Save the Children. The research followed a descriptive design utilizing non-probability sampling and data collected using online questionnaire where both open ended and structured questions were used. The main themes being assessed were manifestation of emotional intelligence in a virtual team and the relevance of transformational leadership skills in leading such teams. The study reveals significant presence of skills associated with emotional intelligence like self-awareness, empathy and social intelligence. There is also evidence that the individual members of the team under study have common expectations on the leadership skills required for successful management of a virtual team.

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A Literature Review on Challenges of Virtual Team's Leadership

Cited by 10 publications

References 40 publications

Effects of Leadership Styles on Employee Performance: A Case Study of Turnall Holdings LTD, Harare

Effects of Leadership Styles on Employee Performance: A Case Study of Turnall Holdings LTD, Harare

Subgroup Formation in Diverse Virtual Teams: The Moderating Role of Identity Leadership

Manifestation of emotional intelligence and Transformational leadership in virtual teams: Case study of Nairobi technology hub

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