Leadership for Global Virtual Teams: Facilitating Teamwork Processes

Carter, Dorothy R.; Seely, Peter W.; Dagosta, Joe; DeChurch, Leslie A.; Zaccaro, Stephen J.

doi:10.1007/978-1-4939-2050-1_10

Cited by 35 publications

(14 citation statements)

References 83 publications

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“…Synchronous communications have been found to be most effective when a group is working on complex tasks when direct interaction and team discussion is needed to reach resolution (Bell & Kozlowski, 2002;Maruping & Agarwal, 2004). On the other hand, asynchronous communication correspondence like e-mail, texting, or case management tools like SharePoint may work best when documentation needs to provide for specific project tasks or individual team members' decisions (Carter, Seely, Dagosta, DeChurch, & Zaccaro, 2015;Montoya-Weiss et al, 2001). Kahai et al (2012) found that leaders should be thoughtful with how they choose communication media or tools, with the selection optimally based on context and team dynamics.…”

Section: Leadership Communication and Virtual Teamsmentioning

confidence: 99%

Virtual Team Leader Communication: Employee Perception and Organizational Reality

Newman

Ford

Marshall

2019

International Journal of Business Communication

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Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members’ perceptions of their leaders’ effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members’ perceptions of their leaders’ effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members’ perceptions of leaders’ effective use of communications and team members’ perception of their team’s performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard.

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Section: Leadership Communication and Virtual Teamsmentioning

confidence: 99%

Virtual Team Leader Communication: Employee Perception and Organizational Reality

Newman

Ford

Marshall

2019

International Journal of Business Communication

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“…Since their first appearance, VTs have grown significantly, and a reason for the growth is that they offer benefits to both organizations and teams (Carter, Seely, Dagosta, DeChurch, & Zaccaro, ). Some of the benefits involve the reduced time and travel costs, the opportunity for recruiting talented employees with the flexibility of working from home, offering a better work–life balance, a greater empowerment and flexibility in structures, equal opportunities among team members, and offering companies continuous productivity and knowledge sharing across geographic boundaries and organizational units (Dulebohn & Hoch, ; Liao, ).…”

Section: Literature Reviewmentioning

confidence: 99%

Virtual Team Effectiveness: Insights from the Virtual World Teams of Massively Multiplayer Online Games

Mysirlaki¹,

Paraskeva²

2019

J of Leadership Studies

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Over the years, an explosive growth in the use of virtual teams in organizations has been noticed. However, the individual and team factors that result in the team effectiveness of a virtual team still remain unclear. The purpose of the paper is to try to comprehend how virtual teams work better, by shedding light on the Virtual World Teams of Massively Multiplayer Online Games. A framework based on the input‐process‐output model was used to test the relationships between leader emotional intelligence, task interdependence, cooperative group norms, social capital, team cohesion, transformational leadership, and team effectiveness in virtual teams, from a multilevel perspective. Structural equations modeling (N = 500) revealed that leader emotional intelligence is positively related to transformational leadership, which in turn is associated with virtual team effectiveness. Moreover, a significant relation between task interdependence, cooperative group norms, social capital, team cohesion, and virtual team effectiveness was revealed. In addition, task interdependence seemed to also be related to team satisfaction, a subfactor of virtual team effectiveness. Finally, team cohesion has a partially mediating role between transformational leadership perceived at the team level and virtual team effectiveness. The study provides useful insights for leaders and human resource development professionals interested in designing effective virtual teams.

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“…Compared to local teams having physically presented individuals, the collaboration in a virtual environment requires more intensive motivation of its team members and an extensive support by its team leader to maintain the same level of performance effectivity [ [99]]-[ [100]]. The members are likely missing their regular face-to-face interaction and therefore it needs to be intentionally created [[101]].…”

Section: Motivation and Leadershipmentioning

confidence: 99%

ICT Collaboration Tools for Virtual Teams in Terms of the SECI Model

Dávideková

Koreňová²

2017

Int. J. Eng. Ped.

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Abstract-Nowadays the current state of development of information and communication technology (ICT) connects individuals across time and space in one common environment that is accessible for anyone, creating the virtual world. To collaborate with somebody or to participate in a team activity does not require a physical presence anymore. Virtual settings allow real-time communication and cooperation across any distance at any time with negligible delay. ICT allows formation of virtual teams to accomplish various functions in work, education and private life. Compared to local teams of physically present individuals, the collaboration in virtual environments is more intensively influenced by external and internal impact factors and requires active motivation of the team members, extensive support by their team leader and appropriate technology. Among all the available ICT tools, not each ICT tool is equally suitable for each and every team activity. This paper aims to provide analysis of various ICT tools, to disclose their potential to contribute to team's quality communication and to reduce drawbacks caused by impersonal environment. Our aim is to optimize the composition of the ICT supporting infrastructure in order to form successful and effective collaboration.

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Leadership for Global Virtual Teams: Facilitating Teamwork Processes

Cited by 35 publications

References 83 publications

Virtual Team Leader Communication: Employee Perception and Organizational Reality

Virtual Team Leader Communication: Employee Perception and Organizational Reality

Virtual Team Effectiveness: Insights from the Virtual World Teams of Massively Multiplayer Online Games

ICT Collaboration Tools for Virtual Teams in Terms of the SECI Model

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