Leadership in virtual teams: A multilevel perspective |
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| Affiliation: | 1. Warwick Business School, University of Warwick, CV4 7AL, UK;2. School of Management, State University of New York at Binghamton, NY 13902, USA;3. Center for Leadership Studies, State University of New York at Binghamton, NY 13902, USA;4. Dicke College of Business Administration, Ohio Northern University, OH 45810, USA;1. Management Department, Craig School of Business, California State University Fresno, 5245 North Backer Avenue M/S PB 7, Fresno, CA 93740-8001, United States;2. College of Management, Metropolitan State University, 1501 Hennepin Ave, Minneapolis, MN 55403-1897, United States |
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| Abstract: | Understanding leadership functioning in virtual teams becomes critical as organizations increasingly use dispersed teams for talent acquisition. In the current article I present a preliminary model that explicates how task- and relationship-oriented leader behaviors influence team and individual processes and outcomes in virtual teams. Further, I discuss cross-level relationships between virtual team and individual processes, as well as the boundary effects of contextual factors (i.e., task complexity, task interdependence, and virtuality) in virtual leadership functioning. |
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