Leadership Constraints

Tworoger, Leslie; Ruppel, Cynthia P.; Gong, Baiyun; Pohlman, Randolph A.

doi:10.4018/jec.2013040102

Cited by 17 publications

(6 citation statements)

References 56 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Moreover, flexible work arrangements give a more general perspective of telecommuting, as they not only include telecommuting but also diverse flexible work programs such as flextime and compressed work weeks. At last, virtual work is referred to the work activities performed by individuals, or teams, who work together in a virtual environment using information and communication technologies, due to the geographic distance (Tworoger et al. , 2013).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The effect of telework on emotional exhaustion and task performance via work overload: the moderating role of self-leadership

Silva

Almeida²,

Rebelo³

2022

IJM

View full text Add to dashboard Cite

PurposeThis study aims to develop a framework that explains how and when telework is related to emotional exhaustion and task performance, by conceiving work overload as a mediator and self-leadership as a moderator. For this purpose, two studies were conducted. Study 1 aims to understand whether telework would be related to emotional exhaustion and task performance and if work overload would mediate such relationships. Study 2 aims to analyze whether self-leadership was a significant moderator of the mediated relations found in Study 1.Design/methodology/approachThe hypotheses were tested in a sample of 207 (in Study 1) and 272 (in Study 2) participants, which were exclusively teleworking. The results were analyzed using PROCESS macro in SPSS.FindingsThe results of Study 1 showed that telework dimensions were negatively related to work overload, which consequently decreased emotional exhaustion and increased task performance. In Study 2, self-leadership moderated the indirect effect of work overload on the relationship between telework and emotional exhaustion, such that the indirect effect was stronger for those who scored higher in self-leadership. However, it was not significant for task performance.Originality/valueThis paper adds to research on telework by focusing on the employee's mental health and performance, in the context of mandatory confinement. The authors identified telework dimensions that may act as resources to cope with the increased work overload inherent to telework, as well as the importance of personal resources in these relationships.

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

The effect of telework on emotional exhaustion and task performance via work overload: the moderating role of self-leadership

Silva

Almeida²,

Rebelo³

2022

IJM

View full text Add to dashboard Cite

show abstract

“…The Mann–Whitney is a nonparametric test to discover differences between two independent samples and is a nonparametric equivalent of the independent t –test (Field). In an online questionnaire on bullying conducted with graduate students, Yamada et al (2014) conducted data analyses with Mann–Whitney and Kruskal–Wallis tests to accommodate the nonnormal distribution of their research data. Our study has a similar issue with data; hence the decision to use Kruskal–Wallis and Mann–Whitney tests.…”

Section: Rationale For Statistical Testsmentioning

confidence: 99%

Virtual team member perspectives on personal development: A sequential explanatory study

Edsall

Conrad

2021

New Dir Child Adolesc Dev

View full text Add to dashboard Cite

The use of virtual teams in organizations has shifted upward exponentially since the onset of COVID–19, yet available research does not include findings based on workplace virtual team members, as opposed to student populations. Research is limited on what virtual workplace team members consider important in the performance coaching and personal development processes. Research on virtual team member perspectives is valuable for human resource professionals and organizational leaders and particularly helpful to organizations struggling to respond to the new work–at–home environment. The purpose of the mixed–methods study was to explore the perspectives of virtual team members about how performance coaching, mentoring, and training contribute to their personal development. Participants for the study were members of social network virtual team groups who have been members of virtual work teams. The sequential explanatory study data was from a sample of 149 virtual team members (12 for the pilot survey and 137 for the full study). The Kruskal–Wallis results led to the rejection of the null hypothesis at an overall significance level of 0.05, with significance levels of 0.014 for coaching and 0.008 for mentoring, indicating a perceived positive contribution from performance development efforts (coaching and mentoring) on the personal development of individual virtual team members. These results on the interpersonal aspects of virtual teams from team members and consideration of perspectives on their personal development provide organizations, leadership, and human resources professionals, valuable information to improve virtual teams and the team member experience in normal and unusual work situations.

show abstract

“…Yet, along with the growing prevalence of GVTs and their potential benefits to organizations, research indicated that virtual teams were more difficult to manage than colocated teams (Dulebohn & Hoch, 2017;Hoch & Koslowski, 2014;Krumm et al, 2013). A number of factors were found to negatively affect the performance of GVTs, including language and cultural differences, technological limitations, lack of role clarity, lack of trust, difficulties working across time zones, (Hoch & Koslowski;Krumm et al, 2013;Maynard, Mathieu, Rapp & Gilson, 2012), stress due to lack of boundaries between personal and professional identities in the 24/7 virtual environment (Shaik et al, 2021) and unforeseen implications of the power dynamics that shape the contexts in which the teams must work (Lockwood, 2015;Tworoger, Ruppel, Gong & Pohlman, 2013;Zakaria & Ab Rahman Muton, 2022). Cross-cultural factors may be particularly important on GVTs, not only because cultural differences may be more salient on virtual teams than on co-located teams (Krumm et al, 2013), but also because members are frequently unprepared for cross-cultural interactions (RW 3 CultureWizard, 2022).…”

Section: Significance Of the Researchmentioning

confidence: 99%

“…However, there was little in the literature that illuminates how such superordinate identities might be established. Some studies recommended up front, face to face team-building events to establish a strong team identity and clarify roles (Duranti & Almeida, 2012;Henderson et al, 2016;Tworoger et al, 2013). Others suggested emphasizing professional identities and expertise by creating channels of communication, particularly through the use of rich media, to allow individuals to naturally follow their professional curiosity and ambitions (Materelli et al, 2017) and build competence-based trust through frequent interaction with professional peers (Olaisen & Revang).…”

Section: Preventing Subgroup Formationmentioning

confidence: 99%

“…Olaisen and Revang (2017) demonstrated that rich media, which in most countries has advanced to provide a seamless, multi-media experience, allowed for social and professional bonds to form in the absence of face-to-face meetings. Contradicting this somewhat are findings by three studies that demonstrated that media choice was often governed by underlying issues of power, privacy and convenience for individual team members and the power that some members may have over others to dictate media choice (Lockwood, 2015;Ruppel et al, 2013;Tworoger et al, 2013).…”

Section: Media Choicementioning

confidence: 99%

See 1 more Smart Citation

A interpretive phenomenological analysis of cultural intelligence on global virtual teams

Atzert

View full text Add to dashboard Cite

The purpose of this Interpretive Phenomenological Analysis (IPA) study was to explore how members of global virtual teams (GVTs) in organizational settings perceived cultural differences, and what knowledge, skills, behaviors, and motivations they considered important in their experience of cross-cultural interactions on their teams. The study used the theoretical lens of cultural intelligence (CQ) to better understand participants' experience and to consider how organizations can enhance the performance GVTs and the satisfaction of their members. The results from this study confirm that CQ is important to the success of GVTs, in terms of avoiding the pitfalls of cultural diversity and leveraging its purported major benefit: superior, innovative outcomes. The practical implications of the study include recommendations for formulation of GVTs, providing initial and ongoing training and coaching on CQ, establishing norms of interaction on GVTs via team charters, and requiring organizations to identify and address any underlying imbalances of power, structural inequities, and engrained, discriminatory practices and behaviors before embarking on an initiative to promote CQ on GVTs.

show abstract

Leadership Constraints

Cited by 17 publications

References 56 publications

The effect of telework on emotional exhaustion and task performance via work overload: the moderating role of self-leadership

The effect of telework on emotional exhaustion and task performance via work overload: the moderating role of self-leadership

Virtual team member perspectives on personal development: A sequential explanatory study

A interpretive phenomenological analysis of cultural intelligence on global virtual teams

Contact Info

Product

Resources

About