Enhancing virtual team performance via high-quality interpersonal relationships: effects of authentic leadership

Abstract

Purpose Based on path–goal theory and social learning theory, this research is aimed at investigating how authentic leadership can influence team performance in virtual teams, specifically the mechanisms through the mediator of high-quality interpersonal relationships and the moderator of task interdependence. Design/methodology/approach The valid data of this research were collected from 90 virtual teams including 388 team members and their 90 leaders with a time-lag in China, and then the data were mainly analyzed by the hierarchical multiple regression and bootstrapping method to test the hypotheses. Findings The research results reveal that authentic leadership can positively influence virtual team performance. High-quality interpersonal relationships mediate the relationship between authentic leadership and virtual team performance. Furthermore, the indirect relationship between authentic leadership and virtual team performance via high-quality interpersonal relationships is moderated by task interdependence. Originality/value Team performance as an important kind of team effectiveness is crucial to the virtual team's advantage and success. This research enriches the knowledge on the relationship between authentic leadership and virtual team performance, which contributes to the virtual leadership effectiveness and virtual team management.

Rise up: Career empowerment, adaptability and resilience during a pandemic

“…Zhang et al. (2022) describe how authentic leaders were able to create high‐quality interpersonal relationships in virtual teams, thus leading to improved performance. Moreover, Figueiredo et al.…”

“…Therefore, interpersonal relationships became even more important than before, requiring leaders to focus on these relational aspects and lead by example. Zhang et al (2022) describe how authentic leaders were able to create high-quality interpersonal relationships in virtual teams, thus leading to improved performance. Moreover, Figueiredo et al (2022) specifically found that during COVID-19 leaders of virtual teams often switched their style from the previously dominant in virtual settings transformational style to authentic.…”

Managing in the new normal: Positive management practices elicit higher goal attainment, goal commitment, and perceived task efficacy than traditional management practices in remote work settings. An experimental study

“…Finally, our literature review shows that as it occurs with goal setting, most of authentic leadership research on remote work contexts was conducted at the team-level of analyses and using self-report scales. For example, authentic team leadership related to virtual teams' performance through dyadic or group-level mediators, such as high-quality personal relations, information sharing (Hahm, 2017), or when task interdependence was high (Zhang et al, 2021). Again, there is little experimental evidence about individual-level influence of authentic leadership on followers operating in a remote work context.…”

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“…Organizational, executive and commercial activities are three basic activities that make up the transport process (Michalak, Staniewska, 2010, pp. [104][105][106]. The organizational activities cover designing an appropriate transport route and preparing the necessary transport documentation.…”