Patterns of Emergent Leadership in Virtual Teams

Misiolek, Nora; Heckman, Robert

doi:10.1109/hicss.2005.486

Cited by 47 publications

(55 citation statements)

References 34 publications

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“…people who posted more often, and posted longer messages, were more likely to be elected delegates, similar to recent findings on emergent leadership in other virtual communities (Yoo and Alavi 2004;Misiolek and Heckman 2005).…”

Section: Only Thing We Have To Do Is Spread This Msg * For Details Cosupporting

confidence: 75%

“…Misiolek & Heckman (2005), for instance, find that leaders in virtual teams initiated communication more often than non-leaders, and received more responses from other group members. Furthermore, perceived leaders play a more active part in initiating tasks and processes (Misiolek and Heckman 2005). Similarly, Yoo & Alavi (2002, 2004 find that emergent leaders sent more emails, longer emails, and more task-oriented emails than other members.…”

Section: Literature Reviewmentioning

confidence: 99%

“…While some scholars claim that sociability, achievement, responsibility, cultural values, performance and trust are indicative of perceived and elected leaders online (Bass 1990;Sarker, Grewel et al 2002), others have found the mere amount of communication, in terms of messages and message lengths, to be the most powerful factor (Yoo and Alavi 2002;Yoo and Alavi 2004;Misiolek and Heckman 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

How to Win a World Election: Emergent Leadership in an International Online Community

Cassell

Huffaker

Tversky

et al. 2005

Communities and Technologies 2005

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Section: Only Thing We Have To Do Is Spread This Msg * For Details Cosupporting

confidence: 75%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

How to Win a World Election: Emergent Leadership in an International Online Community

Cassell

Huffaker

Tversky

et al. 2005

Communities and Technologies 2005

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“…This system is able to generate a topic closely related to the ongoing conversation based on a set of detected keywords and a topic tree prepared beforehand. For more elaborate information about leadership issues and required abilities for a meeting chairman the reader is referred to [50,29].…”

Section: Assistance During the Meetingmentioning

confidence: 99%

Pro-active meeting assistants: attention please!

Rienks

Nijholt

Barthelmess³

2007

AI & Soc

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This paper gives an overview of pro-active meeting assistants, what they are and when they can be useful. We explain how to develop such assistants with respect to requirement definitions and elaborate on a set of Wizard of Oz experiments, aiming to find out in which form a meeting assistant should operate to be accepted by participants and whether the meeting effectiveness and efficiency can be improved by an assistant at all.

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“…In fact, such teams are now common place (Misiolek and Heckman 2005). However, these authors argued, an in-depth understanding of leadership behaviors in such teams is still lacking (Sarker et al 2002;Zigurs 2003).…”

Section: Introductionmentioning

confidence: 99%

Emergent Leadership in Self-managed Virtual Teams: A Replication

Carte¹,

Becker²

2017

AIS TRR

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Abstract:Carte, Chidambaram, and Becker (2006) conducted a longitudinal study of 22 self-managed virtual teams in order to better understand the differences in leadership behaviors engaged in by members of high-versus low-performing teams. We conducted a conceptual replication of this study in an attempt to examine the robustness of its findings. Our data were collected in a different country (Sri Lanka versus US), using different subjects (MBA versus undergraduate students) grouped into 24 teams that were collocated (rather than geographically distributed) but still using a CT and engaged in different tasks (judgement versus intellective) than the original study. Two of the five hypothesized results were replicated, indicating that certain characteristics of high-performing virtual teams seem universal. However, the remaining differences between the studies point to the influence of task, culture, and geographic dispersion of members in determining effective leadership behaviors in self-managed virtual teams.

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Patterns of Emergent Leadership in Virtual Teams

Cited by 47 publications

References 34 publications

How to Win a World Election: Emergent Leadership in an International Online Community

How to Win a World Election: Emergent Leadership in an International Online Community

Pro-active meeting assistants: attention please!

Emergent Leadership in Self-managed Virtual Teams: A Replication

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