Transformational leadership and leader–member exchange in distributed teams: The roles of electronic dependence and team task interdependence

Abstract

This file was downloaded from BI Open, the institutional repository (open access) at BI Norwegian Business School https://biopen.bi.no It contains the accepted and peer reviewed manuscript to the article cited below. It may contain minor differences from the journal's pdf version. Wong, S. I., & Berntzen, M. N. (2019). Transformational leadership and leadermember exchange in distributed teams: The roles of electronic dependence and team task interdependence.

Leadership in Virtual Teams

“…It was found that virtual team members preferred transformational over transactional leadership style (Ruggieri, 2009). Likewise, inspirational leadership is particularly relevant for dispersed work contexts (Joshi et al, 2009), although high electronic dependence and task interdependence could inhibit the development of highquality relationships between a leader and subordinates (Wong & Berntzen, 2019). Moreover, scholars compared the impact of transformational leadership on both traditional and virtual teams.…”

“…The results showed that transformational leadership was negatively associated with relationship quality when teams were high in both task interdependence and electronic dependence. Therefore, the study indicates that transformational leadership may not always be effective in virtual teams (Wong & Berntzen, 2019). Therefore, future studies should explore other leadership styles appropriate for virtual teams.…”

“…More recently, a study investigated the challenges that virtual team leaders face. In particular, the study examined how transformational leaders may develop high-quality relationships with their remote subordinates considering team task interdependence and electronic dependence (Wong & Berntzen, 2019). The results showed that transformational leadership was negatively associated with relationship quality when teams were high in both task interdependence and electronic dependence.…”

Functional and Visionary Leadership in Self-Managing Virtual Teams

“…Turning to visionary leadership, we ask our final question: how do the individuals who are able to influence change in underlying team structures gain the influence to be able do so (i.e., why do some member's actions change structures and others do not)? Indeed, studies of visionary leadership seem to suggest that it is less successful in virtual teams (Eisenberg, Post, & DiTomaso, 2019;Wong & Berntzen, 2019). However, these studies have examined virtual teams with appointed leaders.…”

Coordination in Large-Scale Agile Software Development

“…Before starting my PhD, I have also conducted quantitative research based on surveys from another research project. These studies explore distributed, autonomous teams in relation to their coordination under conditions of different levels of initiated and received task interdependence [38] and in relation to how distributed team members perceive certain leadership styles [39]. Continuing such lines of research in a large-scale agile setting could be an interesting future research project.…”