The contingent effects of leadership on team collaboration in virtual teams

Huang, Rui; Kahai, Surinder S.; Jestice, Rebecca

doi:10.1016/j.chb.2010.03.014

Cited by 160 publications

(144 citation statements)

References 65 publications

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“…The leadership style proposed in virtual interaction has been analyzed in studies by Huang, Kahai, & Jestice (2010), in which we observe that decision making in virtual teams creates challenges for leaders with respect to the structure of processes and support in tasks. This study also explores the effects of interaction in leadership styles and the richness of the communication media.…”

mentioning

confidence: 99%

Online distributed leadership: a content analysis of interaction and teacher reflections on computer-supported learning

Arrufat

Gutiérrez-Santiuste

Campaña-Jiménez³

2013

Technology, Pedagogy and Education

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This study performs a content analysis of the communication that develops in online educational situations. It focuses on two aspects of communication in a context in which we observe instructional leadership: how leadership is seen in the virtual classroom and how teachers view their role. Our study attempts to answer the question of how teachers lead this methodological change, that is, instructional leadership at the service of distributed leadership. The study analyzes the online interaction and teachers' reflections on the communication between teachers and students in the process of virtual teaching, specifically in post-compulsory secondary education in Spain.

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mentioning

confidence: 99%

Online distributed leadership: a content analysis of interaction and teacher reflections on computer-supported learning

Arrufat

Gutiérrez-Santiuste

Campaña-Jiménez³

2013

Technology, Pedagogy and Education

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“…Later, they began to be viewed as groups of interdependent people, sharing a common purpose and working towards realising this purpose across space, time, and organisation boundaries with the help of technology [Lipnack, Stamps, 2000;Shen, Lyytinen, Yoo, 2015]. The majority of researchers share a common point of view that can be found in their publications [Bell, Kozlowski, 2002;Chinowsky, Rojas, 2003;Hinds, Bailey, 2003;Breu, Hemingway, 2004;Hinds, Mortensen, 2005;Nader, Shamsuddin, Zahari, 2009;Huang, Kahai, Jestice, 2010;Clear, MacDonell, 2011].…”

Section: Terminology Overviewmentioning

confidence: 99%

Advantages and disadvantages of international virtual project teams

Simpson

2017

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“…This could be caused by the different work settings (Jogulu, 2010;Mujtaba et al, 2011;Rad and Yarmohammadian, 2006). Meanwhile, Huang et al (2010) outlined two significant determinants of leadership behaviors, first, the job level of employee, which influence their perception of participative leadership behaviors, and second, the participative leadership which influences performance and consequently, help practitioners to design effective training and development programs which improve participative management. Furthermore, studies by Detert andBurris (2007), Gerstner andDay (1997), Tyler (2010), and Vondey (2008) confirmed that aspects like employee behaviors, employees' perception of the organization and employee performance, are influenced by leadership behaviors.…”

Section: Leadership Behaviourmentioning

confidence: 99%

Turnover intentions in Jordanian Universities: The role of leadership behaviour, organizational commitment and organizational culture

Alzubi

2018

Int. j. adv. appl. sci.

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Evidence gathered in relation to academic situation in Jordan is alarming. About 3000 Jordanian academics left their job during the last 25 years. During the last eight years, twenty percent of working academics were planning to search for opportunities in other, mostly foreign, universities. This particular percentage is expected to increase to more than 60% by the end of 2020. Although low turnover rates are beneficial by opening doors for new talents and new ideas, high rates are disruptive and negatively impacts the image of academic sector in Jordan. To address this issue, this research endeavors to investigate the impact of leadership behaviour, organizational commitment and organizational culture on turnover intentions in Jordanian higher educational Institutes. The participants in this study were limited to Jordanian academicians who work in any Jordanian University. A structured questionnaire was adopted from the past literature and a total number of 300 questionnaires were sent, out of which 270 were collected back. SmartPLS version 2 was used to run SEM to analyze the model. Results showed that the entire exogenous variables have significant impact on the endogenous variable. The implication of this study is that managers should recognize the behaviour of leadership in which the behaviour that able to motivate the level of employee commitment to organization and reduce employee turnover intention.

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The contingent effects of leadership on team collaboration in virtual teams

Cited by 160 publications

References 65 publications

Online distributed leadership: a content analysis of interaction and teacher reflections on computer-supported learning

Online distributed leadership: a content analysis of interaction and teacher reflections on computer-supported learning

Advantages and disadvantages of international virtual project teams

Turnover intentions in Jordanian Universities: The role of leadership behaviour, organizational commitment and organizational culture

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