Managing sales teams in a virtual environment

Rapp, Adam; Ahearne, Michael; Mathieu, John E.; Rapp, Tammy L.

doi:10.1016/j.ijresmar.2010.02.003

Cited by 71 publications

(44 citation statements)

References 64 publications

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“…First, our findings support Bell and Kozlowski's () proposition that an effective strategy for dispersed team leadership is to distribute leadership functions to the team in a way that fosters collaboration among team members. This study contributes to the limited existing empirical research that has examined distributed forms of leadership in dispersed teams by moving beyond the predominant focus on leadership in conjunction with the use of information and communication tools (e.g., Rapp et al., ; Surinder et al., ; Wakefield et al., ). Here, we show the utility of a leadership approach—empowering leadership—that shares power with subordinates to promote effective virtual collaboration behaviors and performance under dispersed team circumstances.…”

Section: Discussionmentioning

confidence: 99%

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Hill

Bartol

2015

Personnel Psychology

119

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Our research integrates theoretical perspectives related to distributed leadership in geographically dispersed teams with empowering leadership theory to build a multilevel model of virtual collaboration and performance in dispersed teams. We test the model with procurement teams in a major multinational corporation. Our results show a significant cross-level effect of empowering team leadership, such that under conditions of high empowering team leadership, a team member's virtual teamwork situational judgment (VT-SJ) is positively and significantly associated with his or her virtual collaboration behaviors and also indirectly with his or her individual performance in the team. At the team level, our findings also suggest that the impact of empowering leadership on team members' aggregate virtual collaboration, and indirectly on team performance, increases at higher levels of team dispersion. These findings shed important light on the role of team leadership in fostering effective collaboration and performance of geographically dispersed virtual teams.

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Section: Discussionmentioning

confidence: 99%

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Hill

Bartol

2015

Personnel Psychology

119

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“…In addition to performance-based outcomes, empowering leadership is positively associated with team behaviors, such as shared leadership (Hoch, 2013), knowledge creation (Menguc, Auh, & Uslu, 2013), learning (Yun, Faraj, & Sims, 2005), and effective planning processes (Rapp, Ahearne, Mathieu, & Rapp, 2010). Furthermore, empirical research indicates that empowering leadership has cross-level effects by influencing individual team members' outcomes, including (a) citizenship behaviors, due to customer learning climate and psychological empowerment (Auh, Menguc, & Jung, 2014); (b) innovative and teamwork behaviors and turnover intentions, due to members' affective commitment and psychological empowerment (G. Chen et al, 2011); and (c) safety compliance behaviors (Martínez-Córcoles, Gracia, Tomás, Peiró, & Schöbel, 2013).…”

Section: Team-level and Cross-level Studiesmentioning

confidence: 99%

“….30** Creativity 1 Hon and Chan (2013) .28** Efficacy 2 Hon and Chan (2013) .44** Srivastava, Bartol, and Locke (2006) .47** Knowledge creation or sharing 2 Menguc, Auh, and Uslu (2013) .62** Srivastava et al (2006) .39** Performance 1 Faraj and Sambamurthy (2006) .33** Planning processes 1 Rapp, Ahearne, Mathieu, and Rapp (2010) .20* Proactive behaviors 1 Martin, Liao, and Campbell (2013) .53* Satisfaction 1 Martin et al (2013) .44* Task proficiency 1 Martin et al (2013) .27* Note. When multiple dimensions of empowering leadership were used, the average correlation was reported across these dimensions with the variable(s) of interest.…”

Section: Constructmentioning

confidence: 99%

Leveraging Leaders

Sharma

Kirkman

2015

Group & Organization Management

273

142

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We review and synthesize the empowering leadership literature and, as a result, suggest two new provocative lines of inquiry directing future research. Based on a set of testable propositions, we first encourage researchers to answer the question of why empowering leadership occurs. Second, we encourage researchers to explore less positive and unintended, negative outcomes of empowering leadership. To identify opportunities for future work along these two lines, we use four theoretical perspectives including (1) person-situation interactions, (2) followership theory, (3) contingency approaches to leadership, and, (4) the too-much-of-a-good-thing effect. As a result, we set an agenda for the next decade of research on empowering leadership.

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“…To determine whether data aggregation is justifiable and acceptable, this research calculates ICC 1 , ICC 2 , and rwg of its factors based on their mean values of each team (see Appendix B). ICC 1 represents the percentage of individual level variance that is attributable to team membership, while ICC 2 represents the reliability of team mean scores (e.g., Rapp et al, 2010). The statistic rwg represents the reliability within groups averaged across all teams (e.g., Somech, 2008).…”

Section: Methodsmentioning

confidence: 99%

Better to be flexible than to have flunked

Lin

Joe

Chen

et al. 2015

Journal of Service Management

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Managing sales teams in a virtual environment

Cited by 71 publications

References 64 publications

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams

Leveraging Leaders

Better to be flexible than to have flunked

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