Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes

Hambley, Laura; O’Neill, Thomas A.; Kline, Theresa J. B.

doi:10.1016/j.obhdp.2006.09.004

Cited by 303 publications

(240 citation statements)

References 80 publications

Supporting

Mentioning

220

Contrasting

Unclassified

Order By: Relevance

“…They defined cohesion as the extent to which the individuals have formed "close friendships with others in their immediate work unit and their personal attraction to members of the group". In contrast, the definition that was proposed by Carron, Widmeyer, and Brawley (1985), refined by Carron et al (1998), and invoked by many other researchers (e.g., Ahronson, & Cameron, 2007;Hambley, O'Neill, & Kline, 2007;Heuze, Bosselut, & Thomas, 2007;Senecal, Loughead, & Bloom, 2008;Spink, Wilson, &Odnokon, 2009;Tekleab, Quigley, & Tesluk, 2009), assumes that cohesive groups are united to increase the "satisfaction of member affective needs", pursue "instrumental objectives", or both (for a similar perspective, see Cota, Evans, Longman, Dion, & Kilik, 1995). That is, these researchers assume that both social cohesion and task cohesion should be measured.…”

Section: Definition Of Cohesionmentioning

confidence: 99%

What are the Features and Practices of Workgroups that Epitomize Cohesion: Development of a Preliminary Measure

Treuer

Fuller‐Tyszkiewicz

Moss

et al. 2013

JBAR

View full text Add to dashboard Cite

Presently, no consensus has been reached with regards to measuring workplace cohesion. Cohesion measures often allude to abstract concepts rather than tangible features, therefore this study identified the tangible features and specific practices that epitomize cohesive workgroups. Specifically, 28 individuals were interviewed and asked to reflect upon two workgroups in which they had been employed before, only one of which was cohesive. Participants identified tangible features, practices, or characteristics that typified each of these workgroups. Content analysis uncovered 14 features of cohesion, such as shared emotional events in the past, friendly and welcoming greetings, and a feeling of pride when other people in the team excel on some task. A provisional measure of cohesion was then distilled from these items.

show abstract

Section: Definition Of Cohesionmentioning

confidence: 99%

What are the Features and Practices of Workgroups that Epitomize Cohesion: Development of a Preliminary Measure

Treuer

Fuller‐Tyszkiewicz

Moss

et al. 2013

JBAR

View full text Add to dashboard Cite

show abstract

“…Les études sont toutefois unanimes sur un point : la manière dont un dirigeant exerce son leadership joue un rôle déterminant sur la réussite du télétravail (Gibson et al, 2002;Hambley et al, 2007;Kirk, Belovics, 2006;Konradt, Hoch 2007;Neufeld, Fang, 2005). Ainsi, un dirigeant de télétravailleurs doit parvenir à influencer, motiver et mobiliser ses employés, à partager sa vision de l'organisation et à communiquer efficacement avec ces derniers par l'entremise de moyens technologiques et ce, malgré la distance, s'il veut atteindre ses objectifs (Avolio et al, 2000).…”

Section: Introductionunclassified

Télétravail et leadership : déterminants des pratiques efficaces de direction*

Brunelle

2010

View full text Add to dashboard Cite

En 2013, il y aura un 1,2 milliards de télétravailleurs dans le monde. Comment un dirigeant parvient-il à motiver de tels employés, à les mobiliser, à créer chez ces derniers un sentiment d’appartenance pour leur entreprise, à faire en sorte que chacun se sente important et qu’il ait le goût de s’impliquer? Cet article présente les résultats d’une étude qui consistait à relever des pratiques de direction efficaces et à comprendre les déterminants de cette efficacité. Nos analyses ont permis d’identifier cinq pratiques et de proposer un modèle permettant d’expliquer l’efficacité du leadership dans un contexte de direction de télétravailleurs.In 2013, there will be 1.2 billion teleworkers around the world. How can a manager motivate and mobilize such employees, create a feeling of belonging to their company, and ensure that each individual feels important and wants to get involved? This article presents the results of a study that sought to identify effective management practices and understand the determinants of effectiveness. Our analyses enabled us to identify five practices and to propose a model that explains effective leadership in the context of management of teleworkers.En 2013, habrá 1200 millones de teletrabajadores en el mundo. ¿Cómo logra un dirigente motivar a esos empleados, movilizarlos, crear en ellos un sentimiento de pertenencia a la empresa, hacer de manera que cada uno se sienta importante y que tenga deseos de implicarse? Este artículo presenta los resultados de un estudio que consistió en revelar las prácticas de dirección eficaces y en comprender los elementos determinantes de dicha eficacia. Nuestros análisis nos permitieron identificar cinco prácticas y proponer un modelo que explica la eficacia del liderazgo en el contexto de dirección de teletrabajadores

show abstract

“…As mentioned above, social interaction and physical proximity influenced how employees felt about their indirect organizational leaders (Hambley et al, 2007). Much like direct leadership, indirect organizational leadership was significantly influenced an employee's perception of fairness and justice.…”

Section: Leadership Dynamicmentioning

confidence: 91%

“…Because technology makes it easier to bridge temporal and physical distances, it is important to determine whether the quality and frequency of social interaction via technological means (i.e, video conferencing, instant message, email and phone) can take the place of traditional, face-to-face social interaction (Hambley, O'Neill, & Kline, 2007;Lee-Kelley, Crossman, & Cannings, 2004).…”

Section: Social Interaction and Physical Distancementioning

confidence: 99%

A Study of the Relationship between Employee Virtuality and Technology Deviance as Mediated by Leadership and Employee Perceptions

Salas¹

View full text Add to dashboard Cite

Recent studies found that organizations have been investing significant capital in developing teams and employees in geographic areas where labor and resources are considerably cheaper. Furthermore, organizations are moving core operational activities such as research and development and back-office processes to globally distributed teams.However, several factors that are inherent to these virtual teams can have a negative impact on employee perceptions and engagement; specifically, the physical and temporal differences between employees and their supervisors, the lack of meaningful social interaction intrinsic to working relationships, and cultural biases that can be fostered when close, daily interactions is not there to help bridge the dissimilarity.When strategies are not in place to mitigate these deficiencies, it can cause virtual employees to disengage emotionally and intellectually from the organization, or lead them to feel justified in working against the best interest of the company. In addition, there is a related phenomenon that has aided the transformation of the workplace -namely, the ubiquity of technology. In the context of workplace deviance, established research has documented an increasing trend of employees utilizing company technology as a medium and amplifier when harming the organization. It is important to understand whether technology has facilitated or hindered workplace deviance by virtue of the technology itself (as a means), and as part of the new employee roles created by the evolving technology (i.e, virtual employees). Therefore, it is important to identify how individual attitudes and behaviors can be affected by an employee's degree of virtuality. This study will add to the understanding of how social interaction and physical proximity, leadership and other perception factors contribute to the changes organizations are experiencing as their structure evolves and adapts to compete in the new global environment.

show abstract

Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes

Cited by 303 publications

References 80 publications

What are the Features and Practices of Workgroups that Epitomize Cohesion: Development of a Preliminary Measure

What are the Features and Practices of Workgroups that Epitomize Cohesion: Development of a Preliminary Measure

Télétravail et leadership : déterminants des pratiques efficaces de direction*

A Study of the Relationship between Employee Virtuality and Technology Deviance as Mediated by Leadership and Employee Perceptions

Contact Info

Product

Resources

About