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Transformational leadership in context: Face-to-face and virtual teams
Abstract
This experimental study examined transformational leadership in the context of traditional teams using face-to-face communication and virtual teams using computer-mediated communication. Thirty-nine leaders led both face-to-face and virtual teams. Repeated-measures analyses revealed similar mean levels of transformational leadership in both team types; however, leader rank order varied across team type. Post hoc analyses revealed that the most effective leaders where those who increased their transformational leadership in virtual teams. Furthermore, analyses at the team level revealed that the effect of transformational leadership on team performance was stronger in virtual than in face-to-face teams. Team-member ratings of transformational leadership were equally linked to project satisfaction in face-to-face and virtual teams. Considered as a whole, our results suggest that transformational leadership has a stronger effect in teams that use only computer-mediated communication, and that leaders who increase their transformational leadership behaviors in such teams achieve higher levels of team performance.
... Физическая, операционная, а также культурная дистанция, присущая виртуальным командам, ставит лидеров таких команд перед уникальными проблемами, такими как успешное влияние на членов команды, несмотря на компьютерную коммуникацию (Purvanova & Bono, 2009). Лидеры могут способствовать укреплению доверия, устанавливая четкие и взаимные ожидания, улучшая согласованность действий, а также вдохновляя и мотивируя членов команды на повышение эффективности работы команды и создание ценности организации (Cascio & Shurygailo, 2003;Jarvenpaa et al., 1998). ...
... Поэтому менеджеры проектов должны обеспечить, чтобы виртуальные проектные команды имели доступ к эффективным коммуникационным инструментам, таким как видеоконференции, мгновенные сообщения и электронная почта, и поощрять регулярное общение между членами команды. Таким образом, одной из наиболее важных задач для менеджеров является мотивация своей команды к постоянному общению, что повышает сплоченность и мотивацию, а также укрепляет доверие, что в совокупности приводит к успешной работе команды (Lilian, 2014;Purvanova & Bono, 2009). ...
... Кроме того, руководители должны быть доступны и чутко реагировать на потребности и озабоченности членов команды, а также предоставлять поддержку и рекомендации, когда это необходимо. Существующая литература предполагает, что трансформационный стиль руководства особенно подходит для виртуальных команд, использующих компьютерно-опосредованную коммуникацию (Purvanova & Bono, 2009;Ruggieri, 2009). С этой целью лидеры трансформации ставят интересы своей команды на первое место, уважают обязательства и миссию, проявляют качества, вызывающие уважение и гордость, становятся образцами для подражания и исследуют новые перспективы для решения проблем и достижения целей (Ruggieri, 2009). ...
Растущая глобализация и цифровизация работы привели к
появлению виртуальных проектных команд в качестве популярного
способа совместной работы. Однако мотивация виртуальных проектных
команд может быть сложной задачей из-за отсутствия личного
взаимодействия и трудностей в построении доверия и сплоченности
между членами команды. Цель этой статьи - дать обзор факторов,
влияющих на мотивацию виртуальных проектных команд, и стратегий,
которые можно использовать для повышения мотивации и
производительности. На основе поиска в базах данных Scopus и Web of
Science и поисковых системах в статье определяется важность
коммуникации, ясности целей, обратной связи и лидерства в мотивации
виртуальных проектных команд. В статье также подчеркивается, что
мотивация виртуальных проектных команд требует многогранного
подхода, учитывающего уникальные проблемы и возможности
виртуальной работы.
... Research on HRM and DTs distinguish three conceptualizations of technology: the tool view, the proxy view, and the ensemble view (Kim et al., 2021). Leadership studies typically view DTs rather narrowly, mainly as (1) a fixed set of equipment and techniques that either enhance or diminish the impact of traditional leadership theories (tool view) (Purvanova & Bono, 2009;Zimmermann et al., 2008) or (2) stable entities that trigger a variety of user reactions and leader responses (proxy view) (Neufeld et al., 2007;Vermeulen et al., 2015). While these two conceptualizations provide clear insights into how DTs influence leaders and various employee user groups (Gierlich-Joas et al., 2020), these conceptualizations may overlook how deeply (3) technology is embedded within social contexts (ensemble view). ...
... Additionally, this definition incorporates digital leadership, which refers to leaders who successfully implement digital transformation at the aggregate organizational level (Bresciani et al., 2021;Tigre et al., 2023), representing the distal organizational context of e-leadership concerned with aligning DTs with business imperatives. Although Avolio et al. 's (2014) definition remains the most comprehensive, with clear links to related concepts, it primarily emphasizes traditional leadership in DT contexts (Purvanova & Bono, 2009;Zimmermann et al., 2008) and may not fully capture the theoretical depth of e-leadership as outlined in AST, which stresses the reciprocal influences between leadership, DTs, and organizations. We propose that integrating AST with institutional logics offers a robust framework for a deeper understanding of e-leadership. ...
... For example, research shows that transformational leadership is positively associated with the adoption of DTs (Neufeld et al., 2007;Vermeulen et al., 2015). Simultaneously, DTs can enhance the effectiveness of transformational leadership, such that transformational leadership behaviors are more strongly linked to performance in virtual than in face-to-face teams (Purvanova & Bono, 2009). By allowing virtual channels, DTs may also enable novel and less hierarchical forms of leadership (Hoegl & Muethel, 2016). ...
Although leadership is critical for overcoming the challenges of digital technologies (DTs), their mutual relationships remain poorly understood. By reviewing 257 peer-reviewed articles, this study builds on adaptive structuration theory (AST) and institutional logics to identify six different relationships among leadership, DTs, and institutional properties: 1) the influence of DTs on leadership displays; 2) the influence of leadership on DTs' design and appropriation; 3) the influence of institutional properties on leadership displays; 4) the impact of institutional properties on DT-related choices; 5) the role of leadership in transforming organizations and their institutional properties; and 6) the influence of DTs on institutional properties. This study demonstrates that AST and institutional logics can foster a comprehensive understanding of the broad and sometimes contradictory findings of research on leadership and DTs. We propose a conceptual model to guide future studies.
... More recently, Eisenberg and colleagues (2019) also examined team performance, in this case, among innovation teams of industrial R&D companies using an online survey. Unlike Purvanova and Bono (2009), who compared face-to-face and virtual teams, these researchers used a more complex measure of team dispersion (calculated using the Blau Index) and conducted their study on real work teams rather than student teams. Eisenberg and colleagues (2019) investigated the moderating effect of transformational leadership (evaluating idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) on the relationship between team dispersion, team communication, and team performance and, in contrast to Purvanova and Bono (2009), they found that transformational leadership had a less positive influence on team communication and team performance in highly dispersed teams than in collocated teams. ...
... Unlike Purvanova and Bono (2009), who compared face-to-face and virtual teams, these researchers used a more complex measure of team dispersion (calculated using the Blau Index) and conducted their study on real work teams rather than student teams. Eisenberg and colleagues (2019) investigated the moderating effect of transformational leadership (evaluating idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) on the relationship between team dispersion, team communication, and team performance and, in contrast to Purvanova and Bono (2009), they found that transformational leadership had a less positive influence on team communication and team performance in highly dispersed teams than in collocated teams. ...
... For instance, geographically dispersed contexts make informal and spontaneous communication more challenging, which is crucial for strengthening social ties within the team (e.g., Braun et al., 2019;Joshi et al., 2009). Communication through various channels (chat, email, videoconference) in virtual teams can be associated with increased uncertainty, information dispersion, cognitive load, ambiguity, lower social presence, reduced conversational participation, and fewer opportunities to gather personal information and cues compared to FtF situations enriched by emotional expressiveness and nonverbal behavior (e.g., Balthazard et al., 2009;Purvanova & Bono, 2009;Serban et al., 2015;Zimmermann et al., 2008). ...
Aim/Purpose: The rise of virtual communication technologies and hybrid work contexts has brought significant changes to leadership dynamics, highlighting the need for effective management of teams operating in both face-to-face and virtual settings, known as hybrid teams.
Background: This systematic review examines leadership models utilized in face-to-face and virtual teams, factors contributing to leadership emergence in these contexts, and effective strategies for leading hybrid teams.
Methodology: In this study, three scientific databases were searched, resulting in the retrieval of 1,707 studies. These studies were then subjected to a review process following the PRISMA guidelines, ultimately leading to the inclusion of 15 research
contributions in the final review.
Findings: The findings emphasize three prominent leadership models – transformational leadership, leader-member exchange (LMX), and shared leadership – all of which play crucial roles in hybrid team settings. Personality factors drive leadership emergence in face-to-face settings, while virtual settings benefit more from task-related behaviors.
Recommendations for Practitioners: Given the results, key strategies for practitioners include the development of
strong communication skills, providing constructive feedback, and implementing efficient remote management techniques.
Recommendations for Researchers: This review informs researchers seeking to enhance leadership efficacy in modern group settings, aiding leaders in navigating the complexities of hybrid team environments.
... First, conceptually linked to LDC but distinct from it are transformational leadership (Carless et al., 2000), transactional leadership (Podsakoff et al., 1990), and leadermember exchange (LMX; Wayne et al., 1997). Even though these leadership styles do not directly address the change in context through digitalization, they belong to the most frequently examined leadership styles in the virtual environment (e.g., Gajendran & Joshi, 2012;Hambley et al., 2007;Hoch & Kozlowski, 2014;Purvanova & Bono, 2009). Additionally, transformational leadership, transactional leadership, and LMX share conceptual overlap with LDC, as they center around a leader's direct influence on employees and the provision of support and resources, ultimately creating the foundation for effectiveness in virtual teams. ...
... This is in addition to more general attitudes and behaviors of employees (e.g., performance, perceived leadership effectiveness, or lack of role ambiguity). We also demonstrate that LDC has incremental validity for central outcomes over established and popular leadership constructs, undermining the assumption that, even though the compared leadership constructs are essential to success in virtual contexts (Cortellazzo et al., 2019;Kayworth & Leidner, 2002;Purvanova & Bono, 2009), LDC serves as an additional and unique contributor to leadership effectiveness. By examining the contribution of the single dimensions of LDC and showing that they differentially predict certain outcomes, the present research provides insights into the distinct roles of the subscales of LDC in addressing virtuality-related challenges and needs. ...
... Earlier research questions whether the same leadership behaviors and styles are equally effective in the virtual environment and in the more traditional face-to-face context (Schmidt, 2014). While some studies show that specific leadership styles become more important in the virtual context (e.g., transformational leadership having less impact in the presence of higher virtuality levels; Hoch & Kozlowski, 2014), the opposite has been found in others (e.g., Purvanova & Bono, 2009). Therefore, further explanation needs to be offered regarding the conditions under which LDC might be a particularly required success factor in virtual teams. ...
In a modern digital workplace, leaders must have the necessary skills to lead employees virtually. Despite its high practical and theoretical relevance, a consensus on crucial digital competencies for virtual leaders is lacking, hindering a systematic exploration of the leader’s role in facilitating technology use. In the present article, we propose a new concept and instrument to assess leader digital competence (LDC). After reviewing the literature, we establish three dimensions of LDC, centering around the leader’s ability and inclination to select, promote, and enable technology and digital media among their employees. We provide support for the scale's convergent, discriminant, criterion-related, and incremental validity using four independent samples (N1 = 156, N2 = 309, N3 = 201, N4 employee = 452, N4 leader = 93). Furthermore, results support the reliability and factor structure with the three proposed dimensions of the 10-item LDC scale. The findings demonstrate that the scale represents a psychometrically sound instrument, useful for further examining conditions for effectiveness in the virtual environment. Future research should aim to advance the understanding of antecedents and situational factors that influence the relevance of LDC and its impact on employee, team, and organizational outcomes.
... Transformational leadership scholars suggest leaders succeed by prioritizing group goals ahead of individual goals (Purvanova and Bono, 2009). Transformational leaders strengthen followers' aspirations by serving as role models and insisting on continuous learning and growth (Fernet et al., 2015). ...
... Transformational leaders strive to help team members work towards team goals instead of individual ones, thereby raising the level of the team and organization. Purvanova and Bono (2009) studied if leaders exhibit different leadership behaviors depending on the team context. In other words, they wanted to compare transformational leadership behaviors between virtual and collocated team contexts. ...
... Furthermore, an interesting finding from their study is that transformational leadership behavior is more influential and resulted in increased team performance in the virtual context. Ruggieri (2009) research findings on the leadership behavior of virtual team leaders were in agreement with the research findings of (Purvanova and Bono, 2009). He conducted his study using 60 students assigned to virtual teams to investigate which leadership style (transactional or transformational) was preferred. ...
Abstract
The coronavirus pandemic has sent an important message that future project teams need to be trained to work under virtual conditions, which has already become the new norm in organizations across the world. As organizations increasingly rely on virtual teams to achieve project objectives, it is essential to comprehend how leadership functions in virtual project teams. The purpose of this research is to analyze the leadership strategies used by project managers for building trust in virtual project teams. This convergent parallel mixed method research was conducted by surveying 185 virtual leaders and conducting a semi-structured interview with 13 senior virtual leaders involved in managing projects across the industry sectors. The research findings indicate that establishing trust was ranked as significant challenges in leading virtual project teams in the post-pandemic era. Additionally, the research findings recommend that virtual leaders need to strive to build a high-trust environment to improve the effectiveness of virtual project teams. As the project management profession struggles with low project success rates, mixed-method research aims to contribute to the knowledge in the growing research area of virtual project leadership. This research contributes to the knowledge by offering first-person accounts from senior virtual leaders on the innovative strategies they had implemented for building trust in the virtual project when there were limited opportunities for face-to-face interaction on account of the pandemic.
... Several studies have explored components of transformational leadership in relation to leading remote teams. For instance, Purvanova and Bono (2009) found transformational leadership to be effective in all types of teams, whether traditional or remote but those "leaders who increased their transformational leadership in virtual teams achieved the highest level of overall team performance" (p. 352). ...
... 352). Additionally, transformational leaders must employ appropriate technology to overcome the communication barriers that prohibit organizational effectiveness in remote environments (Purvanova & Bono, 2009). Clouner (2018) studied the significance of transformational leadership for virtual team engagement. ...
... The findings also align with Purvanova and Bono's (2009) Environmental factors and audience type influence the perceived effectiveness of leadership. ...
... Podsakoff, MacKenzie, and Bommer (1996) found that transactional leadership is particularly effective in routinized or task-focused settings, making it well-suited for virtual environments where such conditions often dominate. Hambley, O'Neill, and Kline (2007) and Purvanova and Bono (2009) suggest that in virtual environments, followers tend to exercise more autonomy in managing their tasks. Transactional leadership supports this autonomy by setting clear goals and performance metrics, allowing followers to self-regulate while knowing exactly what is expected. ...
This thesis studies the overall effect on the full range leadership model (Avolio, Bass 1991) under the introduction of environmental variables auch as online vs offline leadership delivery and various audience and task-related factors.
The study employs a mixed-method approach: a quantitative survey analysis from 304 knowledge workers to study the perceived effectiveness of transformational leadership goals and qualitative insights from seven in-depth interviews with experienced leaders from consulting and tech industries, along with literature study on transactional leadership.
The findings strongly support the hypothesis that transformational leadership is more effective in-person, with offline settings consistently outperforming online environments across all transformational leadership goals by about 30% on average. Notably, Individualized Consideration and Inspirational Motivation show the most significant decline in effectiveness when delivered online, emphasizing the importance of personal connection and emotional resonance. While online tools mitigate some gaps, they fail to replicate the relational depth and immediacy of in-person interactions. These results contribute to leadership literature by challenging assumptions about the adaptability of transformational leadership to virtual contexts and providing practical insights for leaders navigating hybrid work environments from the experts’ insights. The study highlights the critical role of offline interactions in achieving transformational leadership goals and suggests a hybrid approach to leveraging both online and offline communication channels, providing points of reference to leaders navigating hybrid working models.
... Research by Bakker and Demerouti (2007) highlights that when employees have access to job resources-such as autonomy, supportive management, and technological tools-they exhibit higher levels of engagement and motivation. This is supported by the findings of Purvanova and Bono (2009), who observed that engaged employees in hybrid teams are more likely to demonstrate high productivity and contribute to team success. Social and Professional Isolation: As mentioned earlier, hybrid work can lead to feelings of isolation, particularly for employees who spend a majority of their time working remotely. ...
... Effective leadership is critical for fostering high performance in hybrid teams. Transformational leadership, which emphasizes vision, support, and collaboration, has been found to be particularly effective in hybrid work settings (Purvanova & Bono, 2009). Leaders who provide clear communication, regular feedback, and emotional support help employees navigate the challenges of hybrid work, resulting in higher engagement and productivity (Gibson et al., 2009). ...
The adoption of a hybrid working model, especially in the post-pandemic era, has garnered significant attention in the business world. This research study delves into the Hybrid Working Model practices and its consequences on employee performance and productivity. The study's objectives encompass an analysis of the Hybrid Working Model practices, the examination of job satisfaction, communication, and collaboration levels, and the assessment of its impact on employee performance and productivity. This descriptive research has collected responses from 145 employees using random sampling Technique through questionnaire and data were analysed using ANOVA, Correlation, Regression Analysis along with percentage analysis and descriptive statistics. The results indicate that the Hybrid Working Model significantly affects employee performance, underscoring the model's impact. The correlation analysis reveals a positive relationship between job satisfaction and performance, as well as communication and collaboration levels in the Hybrid Working Model.
... The relationship between supervisors and their collaborators is widely recognized as a crucial factor in supporting employees, enhancing their work engagement, and promoting positive behaviours (Boccoli et al., 2023;McGrath et al., 2017;Xanthopoulou et al., 2008). However, only few studies (e.g., Purvanova and Bono, 2009) have delved into this relationship within remote work settings. For instance, Zigurs (2003) showed that the frequency and quality of social interactions between employees and their supervisors often decrease when they work remotely. ...
... However, social interactions at work are increasingly transitioning from purely physical to predominantly virtual spaces (Wang et al., 2019;Wang et al., 2021). Indeed, limited research has investigated the relationship between supervisors and their peers within a remote work context, highlighting the positive impacts of specific leadership approaches on team performance (Purvanova and Bono, 2009) and a decrease in the frequency and quality of their social interactions (Zigurs, 2003). ...
Purpose - Since Covid19 outbreak, several organizations are increasingly implementing forms of remote working. In this new normal, it is necessary to understand how organizations may guarantee the attachment of their employees to their job roles. This study argues that an ongoing frequency of interaction between supervisor and their collaborators, within a remote working context, may reinforce the relational and social cohesion within a team, leading its members to perceive more support from both their supervisors and the whole organization. Design/methodology/approach - A survey has been administered to the 410 employees of an information consulting company that experienced remote working during the pandemic. Data have been analysed using structural equation modeling (SEM). Findings - Results show that a higher frequency of interaction in remote working contexts reinforces internal social cohesion, stimulating extra-role performances, such as creativity, adaptivity, proactivity, and knowledge sharing, through the mediation of social support and work engagement. Implications for both academics and practitioners are discussed. Practical implications - This research provides valuable insights for organizations navigating remote work. To enhance support and mitigate isolation, frequent interactions between supervisors and employees can foster work engagement and the extra-role performance of remote workers. Originality - This study shows how an ongoing frequency of interaction with supervisors within remote working contexts helps employees to remain engaged in their job roles and to exhibit positive behaviors, mitigating the sense of isolation experienced during the pandemic.
... The current state of research paints a mixed and incomplete picture of the generalizability of the effectiveness of the FRLM from on-site to remote work contexts. Whereas some studies found evidence for the effectiveness of FRLM dimensions/factors during remote work (e.g., Kelloway et al., 2003;Neufeld et al., 2010;Purvanova and Bono, 2009), others found them to be less effective than in on-site settings (e.g., Eisenberg et al., 2019;Hoch and Kozlowski, 2014). ...
... This study supports the perceived effectiveness of instrumental leadership, transformational leadership, and transactional leadership in the context of remote work. Whereas instrumental leadership had not been studied in virtual environments, our findings align with previous research demonstrating the remote effectiveness of transformational (e.g., Kelloway et al., 2003;Neufeld et al., 2010;Purvanova and Bono, 2009) and transactional leadership (e.g., Howell et al., 2005). For instance, in line with prior studies, we found charismatic factors (i.e., "articulating a vision", "providing an appropriate model") of transformational leadership to be beneficial in remote contexts. ...
Purpose
The COVID-19 pandemic has amplified the importance of effectively leading a remote workforce in volatile, uncertain, complex and ambiguous (VUCA) environments. This study examines the effectiveness of transformational–transactional leadership (Full-Range Leadership Model, FRLM) and its recent extension of instrumental leadership (eFRLM) in remote work contexts.
Design/methodology/approach
We surveyed 529 remote working followers, providing perceptions on (1) their leaders’ manifestation of eFRLM dimensions and factors, (2) their leaders’ leadership effectiveness and (3) their organizational environment as VUCA.
Findings
Results show that instrumental leadership represents a strongly effective leadership dimension in remote work contexts, explaining unique variance beyond transformational–transactional leadership. Moreover, VUCA environments moderated the association between eFRLM leadership behaviors and leadership effectiveness, with instrumental leadership being particularly effective in more pronounced VUCA environments and transformational–transactional leadership being less effective.
Originality/value
Overall, instrumental leadership appears crucial to consider when predicting leadership effectiveness in virtual and uncertain contexts.
... Avolio, et al. [60] found that transformational leadership is positively associated with employees' willingness to embrace new technologies, largely due to the leaders' role in reducing fears and increasing understanding related to technology use. Furthermore, research by Purvanova and Bono [61] fostering a culture of learning and innovation, can significantly enhance employees' perceived ease of use and proficiency with new digital tools. These studies collectively illustrate the pivotal role of transformational leadership in shaping positive technology perceptions and increasing the perceived ease of use among employees. ...
... Transformational Leadership is revealed as a strong influencer of both PEU and PU, indicating that effective transformational leadership can positively impact employees' perceptions of ease of use and usefulness of digital technologies. These results are in light of prior studies [61,63]. This finding underscores the critical role of transformational leadership in facilitating employees' digital adoption, indicating that the leaders in Vietnamese banks should adopt the transformational leadership style in this period. ...
This study aims to investigate how intrinsic motivation, transformational leadership, and digital skills influence employees' intention to use digital technologies in Vietnamese banks through perceived usefulness and perceived ease of use. A survey involving 432 employees across 21 Vietnamese banks was conducted, and data analysis utilized PLS-SEM via SMART PLS 4.0. The findings demonstrate positive relationships between perceived ease of use, perceived usefulness, and intention to use digital technologies. Furthermore, intrinsic motivation, transformational leadership, and digital skills have a positive impact on perceived ease of use, whereas intrinsic motivation and transformational leadership have a positive influence on perceived usefulness. These results offer practical insights for Vietnamese banks to enhance digital technology adoption.
... Conducting a series of multiple linear regressions, Prabhakar found that transformational leadership attributes (i.e., relationship orientation, idealized influence, individual consideration, inspirational motivation, and intellectual stimulation) significantly predicted IT project development and implementation success. Additional early research documented significant relationships between project managers' increased utilization of transformational leadership practices and numerous teams, e.g., increased project team creativity, flexibility, and performance (de Oliveira et al., 2012;Gumusluoğlu & Ilsev, 2009;Purvanova & Bono, 2009), organization, e.g., innovation (Gumusluoğlu & Ilsev, 2009), and organizational growth and profitability (Goudarzvandchigini, 2011;Matzler et al., 2008) success factors. ...
... Since 2005, the IT/BIS empirical literature has consistently documented the benefits of a Project manager's transformational leadership, with studies showing significant relationships between leaders' increased use of transformational leadership and numerous successful teams (e.g., increased project team creativity, flexibility, and performance) (de Oliveira et al., 2012;Gumusluoğlu & Ilsev, 2009;Purvanova & Bono, 2009) and organizational (e.g., growth, innovation, and profitability) outcomes (Goudarzvandchigini, 2011;Gumusluoğlu & Ilsev, 2009;Matzler et al., 2007). Moreover, transformational leadership practices significantly predicted successful IT/BIS project implementation in numerous studies (Agha et al., 2019;Iqbal et al., 2021;Shao & Müller, 2012), and transformational leadership has been shown to influence IT/BIS project implementation via influences on or interactions with numerous leader attributes (e.g., empathy, emotional intelligence, job satisfaction, motivation, and empowerment of others) (Ahmad et al., 2020;Doan et al., 2020;Fareed & Su, 2022;Rogo et al., 2020) and team factors (e.g., work-focused promotion, sense of team-building, teamwork) (Lai et al., 2018;Nauman et al., 2022;Zaman et al., 2020) to positively influence IT/BIS project implementation success. ...
This quantitative non-experimental correlational study aimed to examine the significant association between Information System (IS)/Information Technology (IT)/Business Intelligence System (BIS) project managers' digital leadership skills and BIS project success. It also sought to determine if PMP® certification moderated this relationship. The study, conducted with a diverse sample of 64 IS/IT/BIS (47% male, 53% female) project managers, of whom 75% resided in the United States (U.S.), revealed significant findings. Point biserial correlational findings showed that the demographic and work variables were not significantly correlated with BIS project success (rp = .15, p = .239). As covariates did not need to be entered into the regression model, a multiple linear regression (MLR) for moderation was conducted to address the study's research questions. The data met the assumptions for MLR. Moderated MLR findings showed that digital leadership was significantly associated with BIS project success (β (64) = .61, p = <.001): as participants' digital leadership increased, so did their project success. However, moderated MLR findings showed that PMP® certification perceptions did not significantly predict project success (β (64) =-.02, p = .845), nor did it moderate between digital leadership and project success (β (64) = .14, p = .189). The study is the first to demonstrate a strong link between digital leadership and project success among project managers. These findings have practical implications for project managers, providing a foundation for future research and application and improving project management in the digital era.
... In line with that, it can be assumed that transformational leaders who manage to reduce social distance by providing social support, maintaining close relationships, and promoting skills and competencies are still successful in remote working contexts and effective for employee well-being. Previous research supports this assumption by showing that it is those leaders who reinforce their transformational behaviors in remote working environments who are most effective (Purvanova and Bono, 2009). Also, Eisenberg et al. (2019) who found a decline in TFL effectiveness with increasing virtuality explain their results with a loss of authenticity and credibility of the leader. ...
... Drawing on contextual leadership theory (Oc, 2018), which examines whether contextual factors either mitigate or amplify the impact of leadership practices and explores how leadership unfolds in specific contexts, we infer that leading remotely presents unique challenges compared to traditional office settings. Inconsistencies in findings about TFL in remote working contexts also suggest the presence of boundary conditions (Eisenberg et al., 2019;Hoch and Kozlowski, 2014;Purvanova and Bono, 2009). We hypothesize that specific ICT demands (constant availability, poor communication, and ICT hassles) act as such conditions by hindering effective communication and potentially impairing TFL effectiveness in remote work environments. ...
Purpose
The purpose of this study is to investigate the effectiveness of transformational leadership (TFL) for employee well-being when working from home (WFH) and under the light of stressors coming from the use of information and communication technologies (ICTs).
Design/methodology/approach
Moderation analyses were conducted with a sample of 763 employees who work at least one day a week from home.
Findings
The results suggest that TFL still has a positive effect on employee well-being during WFH, but that its effectiveness decreases when certain ICT demands that inhibit communication occur. Contrary to our expectations, constant availability did not weaken the effects of TFL.
Practical implications
Leaders must be aware of the influence of ICT demands on their leadership effectiveness and take countermeasures to increase effective communication and decrease the occurrence of ICT demands.
Originality/value
Current literature on TFL was enhanced by examining its effectiveness in a WFH context and providing important insights into the challenges of remote work for leadership and employee well-being.
... Instructional leaders guide the faculty and the staff [63] to make sure that the institution grows [64]. These leaders engage with students to enhance their employability [65]. Thus, we contend that the instructional style is core to MTL. ...
A multi-dimensional educational leadership measurement tool was conceptualized and developed for the modern era, spanned across four studies. Seventy-five items were developed under 12 dimensions using in-depth interviews (n = 12), followed by an expert validation study (n = 12). The remaining 48 items were examined using different quantitative techniques, such as exploratory factor analysis (EFA, n = 101) and confirmatory factor analysis (CFA, n = 548), to ascertain the four-dimensional, second-order educational leadership scale (ELS) structure. These four dimensions , namely, Managing Teaching Learning (MTL), Managing Intellectuals (MI), Institutional Stewardship (IS), and Administrative Competence (AC)-were found to be conceptually rooted in different leadership styles, such as instructional, intellectual, servant, and administrative leadership styles, respectively. The educational leadership scale 'ELS' was then examined for its psychometric properties on the larger data set (n = 548), which included responses from the faculty, students, and the nonacademic staff. In the empirical validation phase, ELS dimensions were assessed for two outcomes , namely commitment and reputation. The results indicated two things: first, the ELS is the contemporary leadership model most suitable for the modern educational context; second, that the instructional style explained the highest variance, followed by the intellectual style, as compared to the administrative and servant styles.
... The integration of AI with other emerging technologies, such as blockchain and the Internet of Things (IoT), will create new opportunities for improving transparency, security, and real-time monitoring in project management. For instance, blockchain technology can provide immutable records of project transactions and changes, enhancing accountability and reducing the risk of data manipulation [14]. ...
The COVID-19 pandemic has facilitated the widespread adoption of remote project management. This study assesses the productivity and collaboration of distant project teams in the post-pandemic context. Remote project management is essential for success as firms progress. Remote project management employs virtual communication and technology. Project management, video conferencing, and collaborative document editing increase productivity. The research examines the impact of technology on project monitoring and communication. Project management software enhances automation, risk identification, and decision-making with artificial intelligence and machine learning. Remote project management necessitates collaboration. This study investigates virtual collaboration. Virtual courses, social events, and collaborative problem-solving assess collaboration. The study highlights the engagement of remote workers and the significance of team culture. Remote project and performance management are challenging. The examination of remote project tracking and team performance assessment is conducted. The examination encompasses remote team dynamics, Agile methodologies, Scrum practices, key performance indicators (KPIs), and real-time project dashboards. These approaches are evaluated based on timelines, outputs, and obligations. Numerous businesses utilize remote project management. The challenges faced by successful remote work companies are examined. Case studies offer exemplary techniques and ideas to improve businesses. The study examines remote project management, time zones, and work-life balance. The report recommends flexible scheduling, asynchronous communication, and the establishment of work-life boundaries. Addressing these concerns mitigates burnout and enhances collaboration. The research concludes with trends in project management related to new technology and work paradigms. Virtual reality and augmented reality for interactive collaboration, cybersecurity enhancements for remote work, and data analytics for project management. Trends in remote project management will influence organizations.
... Team communication is dynamic and essential for establishing shared understanding and achieving common [16]. Effective communication between managers and employees reduces uncertainty and promotes understanding in the workplace [17,76]. ...
Agile development (AD) has become a prominent trend in new product development management, making its way into various industries, including the semiconductor sector. This research inspected the influences of communication mediums on engineers’ performance (EP) in the semiconductor industry focusing on creativity and task performance within an agile development context. Employee agility (EA) was examined as a moderating factor in these relationships. Moreover, this work examines the roles of age (DM) on the relationship between EA and engineer creativity. Data collected from 99 engineers is investigated through Partial Least Squares Structural Equation Modeling (PLS-SEM) with the assistance of SmartPLS software. The findings reveal that communication mediums includes face-to-face communication (FC) and computer-mediated communication (MC) has no direct effect on engineer performance in term of task performance and creativity. Employee agility positively impacts both engineer’s creativity and task performance, and it moderates the effect of computer-mediated communication on creativity. However, age does not alter the connection between employee agility and creativity. These findings contribute to the Componential Theory of Creativity and Media Richness Theory by highlighting the critical role of employee agility in fostering engineer creativity in agile environments. So, the finding suggests managers in the semiconductor industry should focus on enhancing employee agility to optimize creativity and performance, especially when implementing agile methodologies.
... Sanal ekiplerde ekip etkinliği üzerine yapılan çalışmalar genellikle ekip liderliğini çok önemli bir girdi faktörü olarak ele almaktadır (Gross, 2018;Liao, 2017). Sanal liderlerin, üyelerinin çalışmalarını koordine etmelerine yardımcı olmak için çok daha fazla zaman ve çaba harcamaları gerekir (Purvanova, Bono, 2009). Sanal ekiplerde liderlik doğası gereği stratejiktir (Settle-Murphy 2013). ...
... While transformational leadership has been widely studied in various organizational contexts (Gui et al., 2020; E. J. Kim & Park, 2020;Peng et al., 2021), it's role in moderating the relationship between teleworking and cyber-slacking remains relatively unexplored, particularly within the context of higher education especially in a developing nation like Uganda. Existing research on leadership in academia has primarily focused on traditional face-to-face work arrangements (Purvanova & Bono, 2009), overlooking the potential influence of transformational leadership in shaping teleworking behaviors and outcomes among lecturers. ...
This study examines the association between teleworking and cyber-slacking among lecturers in higher institutions of learning in Uganda. Further emphasis is to investigate the moderation role of transformational leadership on the association. Quantitative data was collected using self-administered questionnaires from 240 academic staff from higher institutions of learning from in Uganda. Data were analyzed using Process Macro version 3.2 to ascertain the moderation role of transformational leadership on the association between teleworking and cyber-slacking. The results indicate a significant positive association between teleworking and cyber-slaking. It also found out a negative significant association between transformational leadership and cyber-slacking. Furthermore, the study found out that transformational leadership moderates the association between teleworking and cyber-slacking. Institutions of higher learning should invest in leadership training programs aimed at developing transformational leadership competencies among academic and administrative leaders. These programs should focus on enhancing communication skills, fostering a supportive work environment, and promoting a culture of accountability and empowerment. Leaders should communicate clear expectations regarding teleworking arrangements, including performance standards, communication protocols, and acceptable internet use policies. The study is one of a kind and first to investigate the role of transformational leadership on the association between teleworking and cyber-slacking especially amongst institutions of higher learning putting emphasis on a developing nation like Uganda.
... Transformational leadership theory comprises four components: idealised influence, individual concerns, inspiring drive and intellectual stimulation (Purvanova & Bono, 2009). Idealised influence refers to leaders who are highly admired by employees and who inspire trust and identification. ...
... The existing literature has emphasized the critical role of e-leadership in enhancing the effectiveness of elearning among executives. Studies have shown that effective e-leadership, characterized by skills such as virtual communication, team-building, and change management, can significantly contribute to improved engagement, learning outcomes, and adoption of e-learning initiatives (Avolio et al., 2014;Hambley et al., 2007;Purvanova & Bono, 2009). ...
Electronic leadership (e-leadership) is crucial for the success of e-learning initiatives, particularly in executive education. E-leaders must navigate digital technologies, foster trust and collaboration, and inspire their teams to succeed in a technology-driven workplace. In Malaysia, the National Policy on e-Learning aims to enhance the quality and accessibility of e-learning in higher education institutions. However, many failure rates of e-learning programs are due to the need for more effective e-leadership skills and execution by trainers. The study used snowball sampling to collect data from a target population that needed help to identify. This method involves starting with a few known participants and referring others to meet the study criteria. This approach helps reach hidden or hard-to-reach populations. An online questionnaire was distributed to executives in Malaysia, and data was collected from 191 participants. Structural equation modeling using SmartPLS Version 4 was used to analyze the relationships. The study examined the relationships between Computer Self-Efficacy (CSE), E-Leadership (EL), Motivation to Learn (MTL), and E-learning Effectiveness (EE). Results showed that CSE, EL, and MTL significantly influence EE. However, the model had limited predictive power for CSE, EL, and MTL. Institutions can improve e-learning effectiveness by offering pre-emptive training programs, boosting motivation to learn through engaging course materials, and strengthening e-leadership knowledge. Future research should explore additional variables, consider organizational context, and examine potential interaction effects. Developing strategies and interventions based on findings can contribute to improving E-learning experiences in various educational settings.
... Self-leadership is crucial in hybrid settings, where individuals guide themselves towards goals through cognitive strategies (Manz et al., 2013). Transformational leadership, characterized by motivational influence, is effective in remote environments, as it fosters high-quality relationships and common goals, aiding in overcoming virtual communication challenges (Purvanova and Bono, 2009). Leaders must also build trust and establish a sense of belonging among team members to prevent feelings of isolation (Bryant and Kazan, 2012; Wang et al., 2020). ...
The concept of a hybrid workplace, blending remote and in-office work arrangements, has gained prominence, particularly due to the COVID-19 pandemic. While this model offers flexibility and adaptability, it also presents challenges in maintaining productivity, employee morale, and organizational culture. This paper introduces the construct of "Effective Hybrid Workplace Culture," emphasizing the need for a cohesive environment that integrates remote and in-office work seamlessly. The study identifies key antecedents, such as leadership style, organizational culture, technology, self-leadership, communication practices, and work-life balance policies that contribute to an effective hybrid work culture. It also explores the positive outcomes associated with this culture, including increased employee engagement, productivity, and innovation. By proposing a comprehensive framework, the paper aims to guide organizations in developing a balanced and supportive hybrid work environment that ensures employee well-being and sustainable performance.
... One such factor is the quality of leadership. According to a study by Purvanova and Bono (2009), employees who perceive their leaders as transformational, or inspirational, have increased retention probability. Another important factor is organizational support. ...
Background: The ICT sector in the UAE has been developing rapidly with support from the government that provides aid in the form of licensing and policies that promote business activity. By 2025, this industry will experience a compound growth of 3.5%, which will affect employment and organizational management strategies. Since employees are the central resources that allow businesses to grow and reach their strategic targets, there is a need to define factors affecting workplace satisfaction and intention to stay. While previous research provides some insights on factors that contribute to employee retention, there is a lack of evidence specific of the UAE.
Literature Review: Previous studies focused on relationships between different variables, including work satisfaction, organizational commitment, intention to stay, engagement, psychological capital, and the person-environment fit (P-E fit). However, none of the previous studies explored the correlation between the six factors simultaneously, since the majority of the researchers focused on examining the connection between two variables. Moreover, literature review demonstrated that the moderating and mediating effects of the different workplace-related factors were under-researched.
Research Question: The primary research question was “How can turnover intention be reduced in the ICT Sector in the UAE?” The question was subdivided into five secondary research questions that concerned specific inter-relationships between the six variables identified during the literature review.
Conceptual Model: This research focused on analysis of inter-relations among six variables divided into four types. Intention to stay was treated as a dependent variable, and psychological capital and P-E fit were independent variables. Work engagement was treated as a moderating variable, while job satisfaction and organizational commitment were treated as mediating variables. A total of eight hypotheses were created based on analysis of previous literature.
Research Gaps: There is limited understanding of the direct effects of P-E fit and psychological capital on employees' intention to stay in the ICT sector in the UAE. Additionally, there is a dearth of studies examining the moderating effect of work engagement and the mediating role of job satisfaction and organizational commitment in the relationship between psychological capital, P-E fit, and intention to stay
Methods: This study utilized a quantitative approach to answer the research question. An online survey was conducted that included a total of 95 questions. The link to the survey was distributed among the telecommunication workers with the help of HR managers. The final sample included 412 employees from the ICT sector in the UAE. Multiple regression analysis, simple moderations modeling, and simple mediation modeling were used to test twelve hypotheses. SPSS Version 26 and Hayes’s PROCESS macro were used to conduct statistical tests.
Results: The results provided evidence for accepting six hypotheses out of eight. Multiple regression analysis demonstrated that P-E fit and psychological capital had a significant direct impact on intention to stay after controlling for gender, age, and education level. Moderation analysis demonstrated that work engagement did not moderate the relationship between psychological capital and intention to stay. At the same time, work engagement was found to positively moderate the relationship between P-E fit and intention to stay. Mediation modeling revealed that job satisfaction fully mediated the relationship between psychological capital and intention to stay. Moreover, simple mediation analyses revealed that organizational commitment partially mediated the relationship between P-E fit and intention to stay on the one hand and fully meditated the relationship between psychological capital and intention to stay on the other hand.
Implications: The results of this research helped increase the generalizability of previous findings and discover new inter-relationships between the six variables. The research results also helped to formulate recommendations for managers in the ICT sector in the UAE concerning retention rates. Additionally, suggestions for future research were provided.
Keywords: telecommunication sector, ICT, job satisfaction, intention to stay, person-environment fit, engagement, psychological capital, organizational commitment, UAE
... According to Rojak et al. (2024), transformational leaders focus on achieving organizational goals and encouraging and inspiring employees to reach their full potential. Purvanova and Bono (2009) found that transformational leadership is precious in virtual settings and has a stronger correlation with team performance. Their empirical study involving 255 undergraduate students discovered that leaders who adapted by increasing their transformational behaviors in virtual work teams achieved higher overall team performance. ...
Transformational and authentic leadership have caught researchers’ attention, and it has gained recognition and position within leadership studies. This quantitative research aims to measure the correlation between the transformational and authentic leadership of leaders on interpersonal relationships and task performance perceived by their hybrid work teams. For this quantitative research, four previously investigated and validated instruments were utilized: the Authentic Leadership Questionnaire (ALQ; Avolio, Gardner, & Walumbwa, 2007), which has an acceptable internal consistency reported with Cronbach’s alpha values ranging from .66 to .93; the Multifactor Leadership Questionnaire (MLQ-5X; Bass & Avolio, 1994), known for its high reliability with a reported Cronbach’s alpha of 0.71; the HQIR: High Quality Interpersonal Relationships Questionnaire (Carmelli, Brueller, & Dutton, 2008), which also exhibits high reliability with a reported Cronbach’s alpha of 0.93; and the Individual Work Performance Questionnaire (IWPQ; Koopmans et al., 2011), with Cronbach’s alpha values ranging from 0.77 to 0.83, and which will be used with a common translation into Latin American Spanish. Using a sample of 156 participants who are members of student hybrid teams (N = 156), the findings of this study demonstrated a positive correlation between transformational leadership and both interpersonal relationships and task performance in hybrid work teams. This study represents one of the first investigations of transformational and authentic leadership and their correlation with interpersonal relationships, and task performance in Latin America, and it has some leadership implications within hybrid work teams.
... Chutnik i Grzesik (2009) wśród kompetencji lidera zespołu wirtualnego wymieniają docenienie wartości różnorodności zespołu, budowanie zaufania i utrzymywanie relacji oraz dbanie o zespół. Przeprowadzone w tym zakresie badania wskazują, że przywództwo transformacyjne odgrywa kluczową rolę w skutecznym kierowaniu zespołem wirtualnym (Purvanova i Bono, 2009;Rybnikova i Lang, 2021), a podejścia przywódcze, w których obowiązki przywódcze są podzielone między więcej niż jedną osobę, wpływają na wyniki zespołu wirtualnego (Hoegl i Muethel, 2016). Zatem istotne wydaje się określenie, czy również przywództwo duchowe może wpływać na wyniki zespołu wirtualnego. ...
Cel: Ustalenie związku pomiędzy badanymi zmiennymi, na podstawie których możliwa była ocena znaczenia przywództwa duchowego dla zespołu wirtualnego oraz walidacja tego modelu. W wielu dotychczas przeprowadzonych badaniach wskazano na możliwość zastosowania modelu przywództwa duchowego do określenia indywidualnych i organizacyjnych wyników. Brakuje natomiast badań w tym zakresie dotyczących zespołów wirtualnych, które w ostatnim czasie stały się podstawową jednostką organizacyjną. Metodyka badań: Przeprowadzono badania ankietowe wśród 602 członków zespołów wirtualnych. W ramach testowania narzędzia badawczego zastosowano konfirmacyjną analizę czynnikową oraz modelowanie równań strukturalnych w celu określenia trafności i rzetelności zaproponowanego kwestionariusza. Wyniki badań: Wyniki badań wskazują na dobre dopasowanie modelu teoretycznego oraz pośredni wpływ przywództwa duchowego na efektywność zespołu wirtualnego poprzez wzmacnianie poczucia znaczenia pracy i poczucia członkostwa. Wnioski: Zaproponowany model przywództwa duchowego i jego zmienne zostały pozytywnie zweryfikowane, co oznacza, że model może być stosowany do badania przywództwa w zespołach wirtualnych. Wkład w rozwój dyscypliny: W kontekście teoretycznym zidentyfikowano relacje występujące pomiędzy zmiennymi i dokonano oceny znaczenia przywództwa duchowego dla wirtualnej pracy zespołowej. W kontekście empirycznym przeprowadzono badania, na podstawie których zweryfikowano przydatność modelu przywództwa duchowego, a tym samym zaproponowano konkretne narzędzie do oceny przywództwa duchowego w zespołach wirtualnych.
... Traditional interaction and coordination elements of "classic" leadership, such as face-to-face communication, physical presence or analog handover of materials, etc., are thus "expanded" in leadership [10]. Even though it is mentioned that DL seems to be more demanding than its traditional counterpart [11], studies show overlaps between leadership elements in traditional and digital contexts, but also success-critical differences, such as personal skills [12] or the leadership style applied [13]. ...
... Jak wykazali Beekhoven, Hoogeveen i Maarse [2018] oraz Eisenberg i Krishnan [2018], wirtualizacja współpracy utrudnia komunikację niewerbalną i ogranicza fizyczną interakcję członków zespołu, które towarzyszą zazwyczaj komunikacji w przestrzeni realnej. Asynchroniczna komunikacja wysoce wirtualnych zespołów przyczynia się również do słabszej wymiany informacji między członkami zespołu, co może dodatkowo utrudniać współpracę [Gibson, Cohen, 2003, s. 221;Purvanova, Bono, 2009]. Zaleca się zatem zapewnienie hybrydowych metod komunikacji (bezpośredniej i online), dzięki którym członkowie rozproszonych geograficznie zespołów będą mieli możliwość poznać się i nawiązać bezpośrednie relacje. ...
Łatwość inicjowania i rozwijania relacji opartych na współdziałaniu sprzyja poszukiwaniu rozwiązań umożliwiających współpracę członków zespołów rozproszonych geograficznie i reprezentujących różne organizacje. Współpraca międzyorganizacyjna wiąże się z wieloma korzyściami, ale stanowi również wyzwanie zarządcze dla kadry kierującej jej pracami. Największe wiążą się z jej specyfiką. Celem artykułu jest ocena wyzwań dotyczących międzynarodowego partnerstwa międzyorganizacyjnego na przykładzie jednego z kluczowych unijnych programów wspierających edukację – Erasmus+, ze szczególnym uwzględnieniem takich kwestii jak wieloorganizacyjność i wielokulturowość. W artykule zaprezentowano wyniki własnego badania kwestionariuszowego, zrealizowanego wśród zarządzających międzynarodowymi projektami partnerskimi Erasmus+. Odwołano się też do wyników obserwacji uczestniczącej z udziałem partnerstw realizujących tego typu projekty.
... Co-citation Network AnalysisThe articles in Cluster 1 cover digital leadership and virtual team management comprehensively.For instance,Avolio et al. (2000) discuss the effects of e-leadership on theory, research, and practice.This study examines the theoretical foundations of the concept of digital leadership and its applications in practice.Avolio et al. (2014), on the other hand, reconsider the transformations in the resource and transmission of leadership and explain how these transformations are shaped in the digital age.Purvanova and Bono (2009) analyze the context of transformational leadership in face-to-face and virtual teams, while highlighting the challenges faced in virtual leadership.Cascio and Shurygailo (2003) discuss how e-leadership and virtual teams affect organizational dynamics. This study examines the strategies used in the management of virtual teams and the effectiveness of these strategies.DeSanctis and Poole (1994), on the other hand, use adaptive structuring theory to capture the complexity of the use of advanced technology. ...
The purpose of this study is to provide a comprehensive and holistic perspective on the field of digital leadership by conducting a bibliometric analysis of publications in this field. Web of Science (WoS) Core Collection database was utilized to gateher bibliometric data. Keywords such as "digital leadership", "e-leadership", "virtual leadership", "leadership 4.0" was used in the research. A total of 141 articles published between 2000 and 2022 were examined by means of the bibliometric analysis method. In the section of analysis, performance analyzes and bibliometric analyzes called co-occurrence and co-citation were performed. According to findings, the annual growth rate in the field of digital leadership is 15.09%, while the average number of citations per article is 21.48 in the performance analysis. Some of the prominent themes in the co-occurence analysis include "Digital Leadership and Performance Management," "Knowledge and Student Experience in Digital Education," "Transformation and Innovation in Digital Leadership" etc. Some of the cluster names obtained as a result of co-citation analysis are "Digital Leadership and Virtual Team Management," "Coordination and Consensus in Multi-Agent Systems," "Digital Leadership Skills and Psychological Well-Being," which represent prominent and intensively studied themes in the field of digital leadership. As a conclusion, the number and importance of studies in the field of digital leadership are gradually increasing. The obtained data help us understand the thematic evolution of digital leadership research and shifts of interest in the research community. Digital leadership is a leadership model that is focused on innovation and performance which require effective communication and information management competencies. Several recommendations are proposed for researchers, practitioners and policymakers to further develop and implement effective digital leadership strategies. Expanding theoretical frameworks, conducting longitudinal studies, implementing leadership development programs, fostering a digital culture, supporting digital transformation, establishing standards and guidelines, promoting digital literacy are amongst them.
... Ruggieri (2009) demonstrated that a transformational leadership style is more satisfying than a transactional one and that a transformational leader is judged to be better than a transactional one in virtual teams. An experimental study conducted by Purvanova and Bono (2009) demonstrated that: (1) the most effective leaders were those who upscaled their transformational leadership in virtual teams; (2) the effect of transformational leadership on team performance was stronger in virtual than in face-to-face teams. Furthermore, it has been demonstrated that transformational leaders may influence employees' perception and acceptance of workplace digitalization (Hooi and Chan, 2022). ...
Purpose
This study explores the impact of transformational leadership on work engagement within remote work settings. More specifically, we investigate whether supervisor’s perceived digital communication skills moderate the relationship between perceived supervisor support and work engagement.
Design/methodology/approach
Moderated mediation model has been tested using a sample of 410 consultants in Italy who worked within a fully remote work setting during Covid-19 pandemic.
Findings
Drawing on construal level theory and social presence theory, our study provides insights into the dynamics of leadership and work engagement in remote work settings. We demonstrate that, despite the challenges posed by physical distance, transformational leaders can effectively stimulate the work engagement of remote collaborators. Moreover, our findings suggest that the perceived digital communication skills of supervisors play a crucial role in moderating the relationship between perceived supervisor support and work engagement. This underscores the importance of supervisors' adept use of digital tools in conveying psychological presence and fostering employee engagement in remote work environments.
Practical implications
Our study highlights the importance of developing supervisors' digital communication skills to support and stimulate employee engagement in remote work settings.
Originality/value
This study contributes to the literature by providing one of the first empirical tests of the relationship between transformational leadership, perceived supervisor support, supervisor’s digital communication skills and work engagement within a remote work setting. By challenging prior assumptions and offering novel insights, our research enhances understanding of leadership dynamics and provides practical guidance for organizations navigating the challenges of remote work.
... Studies have shown that certain traits of transformational leaders positively influence the relationship between leaders and employees, motivating the employees (Ziek & Smulowitz, 2014). Early research also indicated that transformational leadership is effective in virtual environments, helping to overcome the challenges of working in such settings (Purvanova & Bono, 2009). ...
In today's world, many companies have employees from different countries, and they work together as virtual teams using technology. The leaders of these teams need to know how to manage their teams well, understand their unique skills and overcome challenges. Accordingly, we want to study the specific leadership style and its effects on virtual teams' success. Data for the study was collected from various companies that have online activities. Team members participated in surveys, providing information on how their leaders effectively motivated them to be productive and satisfied in their jobs. Additionally, the surveys examined team members' knowledge-sharing levels in their leaders and organizations. Based on the analyses, we found that transformational leadership positively affects virtual team performance but not knowledge sharing; however, knowledge sharing positively improves team performance.
... Furthermore, we assume that employees will perceive more support from the leaders who will exhibit a transformational approach even if mediated by digital technologies. An experimental study conducted by Purvanova et al. (2009) on transformational leaders in the context of traditional teams using face-to-face communication and virtual teams using computer-mediated communication, demonstrated that the most effective leaders where those who increased their transformational leadership in virtual teams. Furthermore, research show that the effect of transformational leadership on team performance was stronger in virtual than in face-to-face teams, demonstrating that transformational leadership had a stronger effect in teams that used only computermediated communication, increasing the levels of team performance. ...
Several studies demonstrated how work engagement positively impact on individuals and organizations, and how social variables-such as supervisor support and transformational leadership-positively impact on engagement. However, we have scant empirical evidence of these relationship in highly remote settings. During the Covid19 outbreak, many organizations have been forced to implement remote working and several employees experienced social distancing. In this convenient scenario, we studied if transformational leaders could still be effective in fostering engagement and, thus, wellbeing. A survey on these topics has been administered to the employees on an Italian information consulting company who experienced remote working during the pandemic. Through a Structural Equation Modelling on the 410 responses collected through a questionnaire, we show that transformational leadership stimulates work engagement through the mediation of perceived supervisor support in a forced remote working context. In addition, we demonstrate that high levels of perceived digital communication skills of supervisors moderate positively the relationship between perceived supervisor support and work engagement. Implications for both academics and practitioners are discussed.
Purpose
Drawing on self-determination theory and research on incivility, gender and leadership, we investigated whether subordinate incivility impacts leader affect, whether this relationship is mediated by relatedness and competence needs frustration and whether these mediation effects are stronger for females than males.
Design/methodology/approach
We used a between-subjects ( N = 125) experiment to test our predictions. Participants were assigned a leadership role and were randomly assigned to work with a civil or uncivil subordinate on a market research proposal.
Findings
Results demonstrated that: (1) subordinate incivility caused lower positive affect for both genders and higher negative affect for male leaders only; (2) subordinate incivility impacted leader affect via relatedness need frustration for both genders and (3) subordinate incivility impacted leader affect via competence need frustration for male leaders only.
Practical implications
Subordinate incivility is not “brushed-off” by leaders but impacts emotions and psychological needs, with patterns dependent on the leader’s gender. Organizations should consider initiatives that educate managers and employees on the impacts of incivility.
Originality/value
Existing subordinate incivility research is primarily correlational. We provide causal evidence that disrespectful subordinate behaviour impacts leader affect and find evidence for the mediating role of needs frustration, and the moderating role of gender, in understanding mistreatment effects.
Managers in today's business world have an obligation to serve the organization and customers by inspiring employees to obey orders. To be successful under the challenging business climate, managers must implement effective leadership practices. In this research, three modern leadership styles - green leadership, servant leadership, and digital leadership - are explored and their influence on organizational performance is tested with leader distance as a moderator. Relying on the literature, a conceptual framework was formulated employing theories of AMO and RBV. Workers of the textile sector were included in the study and data analysis was done employing SPSS software. Findings indicated that there exists a positive effect of servant leadership and digital leadership on organizational performance and no such correlation was observed in the case of green leadership. Furthermore, leader distance is in a negative correlation with green and servant leadership styles' effectiveness. The article concludes by outlining implications, constraints, and research proposal suggestions in the future.
This chapter explores the intersection of organizational behavior and online information systems within the framework of green management. As organizations increasingly rely on digital platforms for operations and stakeholder engagement, understanding their influence on behavior and sustainability becomes vital. The chapter provides a detailed analysis of how online systems can drive environmentally sustainable practices by shaping behaviours, decision-making, and culture. It reviews current research and case studies to highlight strategies for leveraging digital tools to reduce environmental impact, improve collaboration, and promote eco-friendly work habits. Challenges in integrating green management with online systems are addressed, offering practical insights into overcoming barriers. The chapter bridges digital transformation and sustainability, showcasing how online platforms can enhance green management approaches within organizations.
Zusammenfassung
In diesem Artikel der Zeitschrift Gruppe. Interaktion. Organisation. wird die Führungskräfte-Onlineplattform Digital Leadership Assistance Platform (DigiLAP) vorgestellt. Dabei wird auf die wissenschaftliche Entwicklung eingegangen, der Aufbau und die wesentlichen Funktionen sowie erste Ergebnisse der wissenschaftlichen Evaluation vorgestellt. Darüber hinaus werden Nutzungsmöglichkeiten für die Personalentwicklung und Führungskräfte dargestellt und abschließend auf Weiterentwicklungspotenzial für die Zukunft eingegangen.
To investigate the development status of studies on digital charismatic leader (DCL), the current study applies bibliometric historiographic mapping. Citation data screened from the Web of Science (WoS) revealed 73 documents from 1995 to 2023, which were analyzed using HistCite. Descriptive statistical analysis results revealed three stages of development along with four significantly influential documents in each stage based on the Global Citation Score (GCS). Bibliometric historiographic mapping identified thirty significant documents on DCL studies and categorized them into five clusters including cluster 1 digital transformation, cluster 2 inspiring leadership, cluster 3 influence of DCL on online workers, cluster 4 a computerized approach for leader, and cluster 5 impacts of DCL practice in organizations. Finally, implications, limitations, and future research possibilities of this study are presented.
Perkembangan teknologi digital yang pesat di Indonesia telah memengaruhi berbagai sektor industri, termasuk sektor start-up yang semakin mendominasi ekonomi digital. Salah satu perusahaan start-up terbesar di Indonesia adalah GoTo Group, hasil penggabungan dari dua raksasa teknologi, Gojek dan Tokopedia. Peningkatan jumlah pengguna internet di Indonesia memicu percepatan transformasi digital. Penelitian ini bertujuan untuk mengidentifikasi pengaruh literasi digital, kepemimpinan digital, dan budaya digital terhadap kinerja karyawan GoTo Group. Metode penelitian menggunakan pendekatan kuantitatif dengan teknik purposive sampling, di mana responden dipilih terdiri dari 140 karyawan GoTo Group yang merupakan generasi Millenial dan Z. Data dikumpulkan melalui survei kuesioner dan dianalisis menggunakan SEM-PLS untuk melihat peran budaya digital sebagai variabel moderasi. Hasil penelitian menunjukkan bahwa literasi digital, kepemimpinan digital, dan budaya digital berpengaruh positif dan signifikan terhadap kinerja karyawan. Selain itu, budaya digital terbukti tidak mampu memoderasi hubungan tersebut. Temuan ini menunjukkan bahwa, meskipun ketiga variabel tersebut berkontribusi secara langsung terhadap peningkatan kinerja, perlu ada perhatian lebih pada pengelolaan budaya digital yang efektif agar dapat mendukung interaksi yang lebih produktif antara literasi dan kepemimpinan digital.
In today’s workplace, supervisors often communicate with direct reports using technology that could influence the perceived relationship employees have with their managers. The purpose of this convergent mixed methods study was to describe the perception of how media richness, when using technology to communicate, influences the relationship direct reports have with their supervisors. To address the research question, a survey was used with a sample of 100 direct reports who frequently receive communication from their supervisors in different technology formats. The results from the study suggest that technology media influences the perceived relationship between direct reports and their supervisors. According to the results of this study, technology media may be especially helpful in bolstering the availability of supervisors, which may positively influence other elements of the supervisory relationship. The results further suggest that it may be important for all leaders to choose technology media that is personalized and preferred by the employee while also using the most effective media for the type of message. Finally, leaders should understand the concerns that employees may have around privacy and overuse of technology media.
Aus dem Vorwort:
[D]as Arbeiten in verschiedensten Projektformaten hat sich in nahezu allen Feldern der Wissensarbeit etabliert, um der zunehmenden Komplexität bei der Erarbeitung von Lösungen
gerecht zu werden. Agile und hybride Vorgehensmodelle bzw. Organisationsansätze haben sich in verschiedensten Ausprägungen in der Projektarbeit etabliert und zum MindsetShift von der Ergebnis- zur Lösungsorientierung beigetragen. Agile Muster werden dabei von der Projektebene auf die Unternehmensebenen skaliert und führen zu neuen Governance-Strukturen und -prozessen sowie Führungsverständnissen (u.a. Agile Leadership). Die Weiterentwicklung der Projektarbeit selbst und vor allem neue Wege des Zusammenarbeitens in Projektteams scheinen dagegen heutzutage aus dem Blickfeld der Forschung zu geraten. Daher ist es für unsere beiden GI-Fachgruppen Projektmanagement (WI-PM) und Vorgehensmodelle (WI-VM) an der Zeit, die Strukturen der agierenden Teams wieder ins Blickfeld zu rücken. Die Arbeit in Projekten hat sich in den letzten Jahren deutlich verändert. Die Flexibilisierung von Wissensarbeit hinsichtlich Raum, Zeit und Arbeitsform wurde während der Pandemie gewollt forciert und hat den agierenden Individuen immer neue Freiheiten gewährt, die zu erweiterten und neuen Möglichkeiten des mobilen Arbeitens (z.B. Home Office, Coworking etc.) geführt haben. In der Folge sind damit auch die Wünsche und Ansprüche des Individuums immer mehr in den Mittelpunkt gerückt und die Kultur des Ermöglichens wird zum Führungsziel.
Der War-for-Talents im IT-Sektor hat sein Übriges dazu beigetragen, dass Individualwünsche akzeptiert werden. Das Projektteam selbst und die Kooperation in und zwischen Teams haben sich mit der Digitalisierung stark verändert. Selbstregulierende Prozesse in den Teams gewinnen an Bedeutung. Virtualisierung führt zu neuen Formaten und Ritualen in Projekten. KI-basierte Tools werden zum neuen Hilfsmittel bis hin zum Co-Piloten bei Entwicklungsarbeiten. Der Faktor Mensch scheint immer mehr ausgehebelt zu werden und die Gefahr der weiteren Isolierung der Teammitglieder ist real. Um dem entgegenzuwirken, wollen wir uns bei unserer gemeinsamen Fachtagung „Projektmanagement und Vorgehensmodelle“ in Friedberg u.a. mit folgenden Fragen beschäftigen: Wie wird sich das Arbeiten in Projektteams in einer veränderten und zunehmend von neuen KI-Tools geprägten Arbeitswelt weiterentwickeln? Wie kann Teamarbeit neu interpretiert und vor allem gestaltet werden? Diese Fragen aus Sicht von Wissenschaft und Praxis zu vertiefen und Lösungen zu diskutieren bildet den Themenschwerpunkt der PVM 2024 mit dem Leitthema „Neues Arbeiten in Projekten – Teamarbeit neu interpretiert“. Die Fachtagung eröffnet mit einem eingeladenen Keynote-Vortrag. Das Hauptprogramm umfasst 8 ausgewählte Beiträge aus Praxis und Wissenschaft, die einen wissenschaftlichen Review-Prozess durchlaufen haben. Wir möchten uns an dieser Stelle ausdrücklich bei den Mitgliedern des Programmkomitees bedanken, die durch ihre Begutachtung der eingereichten Beiträge einen objektiven Bewertungsprozess erst möglich gemacht haben.
Ergänzend dazu liefern 3 ausgewählten „Future Track“-Vorträge weitere Impulse durch die Vorstellung neuer, innovativer Konzepte, Methoden und Tools, die mit dem Auditorium direkt diskutiert und vertieft werden können. Mit Workshops und Kompaktbriefings wird die Tagung um ein attraktives Schulungsprogramm ergänzt. Eine Exkursion und das Konferenzdinner bieten reichlich Gelegenheit für den Austausch zwischen den Teilnehmenden und den Fachgruppen. Unser besonderer Dank gilt der Gastgeberin der PVM 2024, der Technischen Hochschule
Mittelhessen in Friedberg. Auch danken wir unseren Kooperationspartnern GPM Deutsche Gesellschaft für Projektmanagement e.V. (Fachgruppe IT-Projektmanagement) und dem PMI Germany Chapter e.V. für die langjährige gute Zusammenarbeit. Wir bedanken uns an dieser Stelle ebenso bei all denen, die an der Organisation und der Gestaltung dieser Tagung beteiligt sind. Wir hoffen, dass der vorliegende Tagungsband für Sie neue Erkenntnisse, authentische Erfahrungen und Anregungen enthält. Wir würden uns freuen, die eine oder andere Fra-
gestellung auch in der GI-Fachgruppenarbeit zu vertiefen. Informationen zu Workshops, Terminen und Kontakten finden Sie auf den Internetseiten der Fachgruppe Vorgehensmo-
delle WI-VM (https://fg-wi-vm.gi.de/) und der Fachgruppe Projektmanagement WI-PM (https://fg-wi-pm.gi.de/).
Bu çalışma, uzaktan çalışma ve liderlik modellerinin evrimini "Hybrid Work Models", "Remote Leadership", "Virtual Leadership", "Digital Leadership", ve "Leadership in Hybrid Workplaces" gibi anahtar kavramlar etrafında kapsamlı bir bibliyometrik analizle incelemektedir. Web of Science veri tabanından elde edilen 1,780 makale, uzaktan çalışma bağlamında liderlik stratejilerindeki temel dönüşümleri ortaya koymaktadır. VOSviewer yazılımı kullanılarak yapılan atıf ağı, anahtar kelime birlikte görülme ve yazar işbirliği analizleri, uzaktan liderliğin literatürde hızla yükselen bir tema olduğunu ve dijital dönüşümle birlikte yeni liderlik stillerinin benimsendiğini göstermektedir. "Digital Leadership" ve "Remote Leadership" gibi ana temalar, COVID-19 sonrası iş dünyasında yeni araştırma eksenleri oluştururken, hibrit ve sanal çalışma ortamlarının çalışan bağlılığı ve esnek liderlik modellerine etkisi araştırmanın temel bulgularından biridir. Bu çalışma, literatürdeki mevcut boşlukları analiz ederek, uzaktan liderliğin gelecekteki yönelimlerini ortaya koymakta ve küresel işbirliği ağlarını detaylandırarak akademik dünyaya katkı sunmayı hedeflemektedir.
In der heutigen von Digitalisierung und dem arbeitnehmerseitigen Wunsch nach ortsflexibler Ausübung beruflicher Tätigkeiten geprägten Arbeitswelt stellt die Führung von Projektteams auf Distanz eine zentrale Herausforderung dar. Der vorliegende Beitrag zeigt zunächst die wesentlichen Grundlagen von Führung auf Distanz auf. Bezogen auf die Führung von Projektteams werden darauf aufbauend zwei Gestaltungsfelder für Projektleiter näher beleuchtet: die Mediennutzung und die Führungsbeziehung. Zentrale Aspekte wie die Gestaltung eines an die Projektsituation angepassten Medienportfolios, die Etablierung klarer Kommunikationsregeln und der gezielte Einsatz von Vertrauensvorschüssen sowie der Aufbau gefühlter Nähe werden als essenziell für den Projekterfolg hervorgehoben. Der Beitrag schließt mit praxisorientierten Empfehlungen für Projektleiter, um Projektteams auch bei räumlicher Distanz effektiv zur führen.
https://dl.gi.de/items/9d5de26c-f714-486d-ba2b-e66692ff9b02
Drawing on construal level and conservation of resources theories, our paper focuses on the psychological distance employees experience from their manager in remote work contexts. We specifically examine the role of three leadership behaviours (initiating structure, consideration and vision communication) on employees' perceptions of psychological distance from their manager and the subsequent effects on employee task, emotion and avoidance coping and individual effectiveness outcomes. Using data from two independent studies (Study 1: a four-wave time-lagged online study of remotely working 338 participants; Study 2: a four-wave time-lagged study of 202 hybrid working professionals), we found that consideration and vision communication reduced employees' perceptions of psychological distance from their manager, while psychological distance decreased task coping. Support for a serial mediation model was also found, with consideration and vision communication indirectly influencing task performance and consideration indirectly influencing organizational citizenship behaviours and withdrawal behaviours via psychological distance and then via task coping. Our research results provide new insights into the role of leadership in remote work contexts and highlight the implications of psychological distance from the leader for employees' coping responses and individual effectiveness.
The paper is open access and can be found here: https://bpspsychub.onlinelibrary.wiley.com/doi/10.1111/joop.12544
L’accélération du télétravail due à la Covid-19 érige la transformation digitale en exigence pour la survie de la PME. D’où la nécessité d’un leadership authentique. Toutefois, l’adoption de la technologie étant sujette à des influences culturelles, cet article a analysé l’influence de la culture nationale sur la relation leadership authentique-transformation digitale via le modèle d’adoption technologique de Bass. Notre méthodologie a reposé sur une analyse systématique de la littérature. Nos résultats ont montré que, le respect de la parole donnée et l’entraide-solidarité sont dans une culture collectiviste des leviers à mobiliser par le leadership authentique dans sa stratégie digitale. À l’opposé, le conformisme est à proscrire. Cependant, le mythe du chef et le culte du secret, aux influences mitigées, doivent être traités sainement au risque de conduire la transformation digitale à l’échec et l’entreprise au déclin.
The prominence of digital leadership in social networks has established this role as a crucial area of investigation, particularly because these networks serve as key sources of information, decision-making, and support for countless individuals. Consequently, the actions of digital leaders have far-reaching implications for millions of people's lives. This study investigates the phenomenon of digital leadership within social networks, focusing specifically on the case of Facebook group leaders. One hundred eighty-one Facebook group leaders participated in an online survey assessing their overall Transformational Leadership scores and leadership styles. The findings reveal that the leaders primarily employed an authority-based style while exhibiting Idealized Influence (Behavior) style the least frequently. Furthermore, several factors, such as interpersonal skills and digital literacy, were found to be highly significant in determining leadership styles. In contrast, variables such as information literacy, gender, age, education level, group size, and group-related income played a negligible role, if any, in shaping leadership styles. The research findings have implications for leaders in digital spaces and can be applied to enhance leadership skills and create better groups for members in both the business and private sectors.
As the COVID-19 pandemic concluded, anticipating future health crises underscores the urgency of effective management and adaptable organizations. This paper draws from existing literature on e-leadership, virtual teams, and organizations, and conceptualizes a foundation to explore e-leadership challenges in virtual contexts. Emphasizing the pivotal role of e-leadership competencies in bridging technology-mediated interactions and effective leadership, the study addresses communication, trust, and coordination issues within virtual teams. It illuminates the impact of technology and assesses how diversity shapes the link between employee engagement and performance. The paper contributes to theoretical knowledge in the field, highlighting the importance of trust-building, relationship cultivation, and clear communication. Moreover, its practical implications offer insights into organizational practices and guide leaders in navigating challenges and opportunities posed by virtual teams and organizations.
Las consecuencias a nivel mundial generadas por la pandemia de la Covid 19 cambiaron la forma de trabajar, pues llevaron a los grupos lejos del seguimiento presencial de sus líderes, esto ha obligado a las organizaciones a revisar sus modelos de liderazgo para buscar ajustarlos a las nuevas formas de trabajo distribuido. Por esto, en principio se explican cuatro modelos de liderazgo sólidos y utilizados, se revisan las definiciones de trabajo distribuido y sus variables asociadas, para finalmente evidenciar la influencia de estos modelos sobre las nuevas formas de trabajo. La investigación que se empleó para la elaboración de este trabajo se fundamentó en una revisión sistemática de los estudios que han relacionado y encontrado evidencias al respecto de la dependencia entre estas dos variables. El liderazgo en grupos distribuidos ha tenido un impacto que progresivamente ha ido en incremento, tanto en sus tendencias, evolución y modelos. Se identifica que el liderazgo transaccional y transformacional son fundamentales para el trabajo distribuido porque consiguen el compromiso y la implicación de los colaboradores. De los demás modelos es necesario que se profundice más en su estudio, con el ánimo de verificar empíricamente los efectos que tienen sobre el trabajo distribuido.
This study examines in which interactions and why followers’ behaviors can be perceived as stressful by leaders. Therefore, leaders were interviewed about particularly stressful interactions with a follower in face-to-face, virtual and written interactions. We find leaders’ stressors at work to fit three categories: leader’s loss of control, (potential) loss of the leader’s valuable resources, and threats to leader’s role. Moreover, we identify diverse daily as well as prototypical patterns of how leaders deal with some of them. Additionally, we identify undesirable work-life events and find a prototypical resilient leader characterized by feeling nearly no stress. Our study reduces the current research gap of mostly considering only leader behavior to be stressful (for followers).
This study reports an experiment of the effects of time and communication channel— asynchronous computer conferencing versus face‐to‐face meetings—on the development of interpersonal impressions. Prior research on interpersonal aspects of computer‐mediated communication suggests that the absence of nonverbal cues inhibits interactants’ ability to form impressions of each other and that without these cues communication is generally depersonalized. Past research is criticized for failing to incorporate social cognitive, temporal, and linguistic perspectives on communication via computer technology. A social information processing perspective suggests different rates and patterns of impression development using alternative media. In this experiment, computer conferencing and face‐to‐face groups addressed three tasks over several weeks. Results showed that computer‐mediated groups gradually increased in impression development to a level approaching that of face‐to‐face groups. New perspectives on social cognition in computer‐mediated communication are recommended.
Ineffective use of text-based synchronous computer-mediated communication (CMC), that is, chats, may affect the quality of communicative exchange compared to effective use and to face-to-face (FtF) communication. Especially in groups making decisions in equivocal judgmental tasks, inappropriate use of the CMC medium often impairs performance. Users need high communication and media competencies to overcome the negative effects brought about by the technology. Without intervention, mutual understanding and satisfaction with the group process are reduced in computer-mediated decision groups. Training that helps participants adapt to the medium should provide them with the needed competencies. The authors found a complex pattern of process and outcome effects with the best performance scores in the FtF condition, performance scores in CMC with training approximating those of the FtF condition, and lowest performance scores in CMC without training.
Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A series of research hypotheses is offered.
Speakers use a range of cues to signal ironic intent, including cues based on contrast with context, verbal, and paralinguistic cues. Speakers also rely on cues provided by addressees regarding comprehension of irony. When such cues are unavailable, speakers may be less willing to use irony because of the risk of miscommunication, and addressees may be more likely to misinterpret irony. The present study tested these hypotheses by examining the production and comprehension of irony in multimodal (face-to-face) and unimodal (computer-mediated) conversations. Contrary to expectations, speakers in the computer condition used more irony than face-to-face speakers. Comprehension of irony did not appear to differ across settings, although addressees in the computer condition provided less feedback (positive or negative) to their partners about their comprehension. These surprising results are discussed in terms of possible differences in the discourse goals and relational strategies engendered by computer-mediated and face-to-face communicative settings.
While computer-mediated communication use and research are proliferating rapidly, findings offer contrasting images regarding the interpersonal character of this technology. Research trends over the history of these media are reviewed with observations across trends suggested so as to provide integrative principles with which to apply media to different circumstances. First, the notion that the media reduce personal influences—their impersonal effects—is reviewed. Newer theories and research are noted explaining normative “interpersonal” uses of the media. From this vantage point, recognizing that impersonal communication is sometimes advantageous, strategies for the intentional depersonalization of media use are inferred, with implications for Group Decision Support Systems effects. Additionally, recognizing that media sometimes facilitate communication that surpasses normal interpersonal levels, a new perspective on “hyperpersonal” communication is introduced. Subprocesses are discussed pertaining to receivers, senders, channels, and feedback elements in computer-mediated communication that may enhance impressions and interpersonal relations.
This chapter challenges traditional models of deindividuation. These are based on the assumption that such factors as immersion in a group and anonymity lead to a loss of selfhood and hence of control over behaviour. We argue that such models depend upon an individualistic conception of the self, viewed as a unitary construct referring to that which makes individuals unique. This is rejected in favour of the idea that self can be defined at various different levels including the categorical self as well as the personal self. Hence a social identity model of deindividuation (SIDE) is outlined. Evidence is presented to show that deindividuation manipulations gain effect, firstly, through the ways in which they affect the salience of social identity (and hence conformity to categorical norms) and, secondly, through their effects upon strategic considerations relating to the expression of social identities. We conclude that the classic deindividuation paradigm of anonymity within a social group, far from leading to uncontrolled behaviour, maximizes the opportunity of group members to give full voice to their collective identities.
Virtual teams, whose members are geographically dispersed and cross-functional yet work on highly interdependent tasks, present unique leadership challenges. Based on our observations, interviews, and survey data, we identify six leadership practices of effective leaders of virtual teams. Specifically, we elaborate how leaders of successful virtual teams: 1) establish and maintain trust through the use of communication technology; 2) ensure that distributed diversity is understood and appreciated; 3) manage virtual work-life cycle (meetings); 4) monitor team progress using technology; 5) enhance visibility of virtual members within the team and outside in the organization; and 6) enable individual members of the virtual team to benefit from the team. These practices of virtual team leaders can be used to establish a foundation for training and developing future virtual team leaders.
A laboratory experiment was conducted to evaluate the effects of high and low levels of transformational leadership style and anonymity on 36 undergraduate student work groups using a Group Decision Support System (GDSS) to perform an idea generation task. Transformational leadership was manipulated through confederate leaders who displayed leadership behaviors and entered comments into the GDSS according to scripts. Results of analysis of variance indicated that groups working under high transformational leadership generated more original solutions, supportive remarks, solution clarifications, and questions about solutions and reported higher levels of perceived performance, extra effort, and satisfaction with the leader than groups working under low transformational leadership. Results also indicated that anonymous groups generated more critical comments and less problem clarifications than identified groups. Implications of these results for organizational researchers and managers are discussed.
The purpose of this study was to improve the understanding of virtual team leadership occurring within existing virtual teams in a range of organizations. Qualitative data were collected through comprehensive interviews with nine virtual team leaders and members from six different organizations. A semi-structured interview format was used to elicit extensive information about effective and ineffective virtual team leadership behaviours. Content analysis was used to code the interview transcripts and detailed notes obtained from these interviews. Two independent raters categorized results into themes and sub-themes. These results provide real-world examples and recommendations above and beyond what can be learned from simulated laboratory experiments. The four most important overarching findings are described using the following headings: 1) Leadership critical in virtual teams, 2) Virtual team meeting effectiveness, 3) Personalizing virtual teamwork, and 4) Learning to effectively use different media. These findings represent the most significant and pertinent results from this qualitative data and provide direction for future research, as well as practical recommendations for leaders and members of virtual teams.
In this article, we review the history of the social scientific study of leadership and the prevailing theories of leadership that enjoy empirical support. We demonstrate that the development of knowledge concerning leadership phenomena has been truly cumulative and that much is currently known about leadership. We identify the contributions of the trait, behavioral, contingency and neocharismatic paradigms and the results of empirical research on prevailing theories. Issues that warrant research in each of the paradigms and theories are described. Ten additional topics for further investigation are discussed and specific recommendations are made with regard to future research on each of these topics.
We present a model of CEO charismatic leadership in organizations and show how such leadership can, through levels of management and analysis, impact organizational performance. We integrate levels issues relevant to the conceptualization of theoretical constructs and their relationships, measurement, and echelons, and develop the concept of close versus distant leadership as a means of understanding the dynamics of CEO leadership. We also include a consideration of possible alternative levels of analysis at which the constructs in our model may be operating.
Prior research indicates that flow, a psychological state characterized by concentration, enjoyment, and intrinsic motivation, may be linked to creativity of individuals participating in computer-mediated meetings. A laboratory experiment was conducted to evaluate the effects of leadership style (transactional contingent reward and transformational) and anonymity level (identified and anonymous) on flow and creativity of 159 undergraduate students working in groups performing a creativity task using a Group Decision Support System (GDSS). Results demonstrated that flow mediated effects of leadership on creativity in a GDSS context, and its role may be moderated by anonymity. Results also indicated that both flow and anonymity were required for enhancing creativity in a GDSS context. Implications for practice and research are discussed.
Social psychologists generally have rejected the notion that leadership can be explained by divine inspiration, inherited characteristics, or by a fortuitous combination of personal traits. Some modern theorists have proposed instead a situational theory of leadership, arguing that persons who emerge as leaders do so because their special talents are essential to the group at the moment. The same person, therefore, is unlikely to persist in a position of leadership from one group setting to another unless the conditions are similar.
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In this paper, we review the research on virtual teams in an effort to assess the state of the literature. We start with an examination of the definitions of virtual teams used and propose an integrative definition that suggests that all teams may be defined in terms of their extent of virtualness. Next, we review findings related to team inputs, processes, and outcomes, and identify areas of agreement and inconsistency in the literature on virtual teams. Based on this review, we suggest avenues for future research, including methodological and theoretical considerations that are important to advancing our understanding of virtual teams.
This paper measured subordinates' perceptions of their leaders' ability to use different leadership styles. Subjects were 124 middle and first level supervisors from accounting and R & D departments in the United Kingdom. The results indicate that subjects did not believe that their supervisors would either use the same style (irrespective of what style) or randomly employ styles to deal with four typical but hypothetical problems. These results persisted when respondents were subdivided on the basis of both organizational level and functional area. Some evidence suggests that perceived patterns of style usage may be associated, at least in the mind of subordinates, with the general task dimension, interpersonal-technical.
The trait approach to leadership has long been abandoned. The prevailing belief, based primarily on two early reviews of the research examining the personality differences between leaders and nonleaders (by Mann and Stogdill) and on the interpretation of certain rotation design studies of leadership, is that contingency theories of leadership best explain the phenomenon. However, some current research has been more favorable to the trait approach. The present research examined cross-situational stability in leadership by having leaders (people who held current formal leadership positions) interact with nonleaders on four tasks that required social organization and coordination. As predicted, stability in leadership across the four tasks and some evidence for consistency across groups were found, as was a high level of consensus and accuracy in perceptions of leadership.
A laboratory study examined effects of group members'perceptions of behavioral components of transformational and transactional leadership on group creativity underanonymous and identified electronic brainstorming conditions. Results indicated that perceptions of transactional goal setting and inspirational leadership were each positively related to group creativity. Intellectual stimulation and individualized consideration were negatively related to group creativity. Except for the effect of intellectual stimulation on group creativity, these effects were stronger under anonymous versus identified conditions.
Thirty-nine student groups participated in a laboratory experiment conducted to study the effects of leadership style (transactional vs. transformational), anonymity (identified vs. anonymous interaction), and rewards (individual vs. group) on creativity-relevant group processes and outcomes in two decision-making tasks supported by an electronic meeting system (EMS). Evidence for social loafing was observed, i.e., anonymity led to lower participation and cooperation in the group rewards condition relative to the individual rewards condition. Further analysis revealed that social loafing was confined to the transactional leadership condition. Corresponding to the social loafing effect, anonymity led to lower group efficacy and satisfaction with the task and higher originality of solutions in the group rewards condition relative to the individual rewards condition. Transactional leadership was associated with greater group efficacy and solution originality than transformational leadership. Anonymity moderated the effects of leadership on group efficacy and satisfaction with the task; transactional leadership was associated with higher group efficacy and satisfaction with the task in the identified condition only.
The past decade has brought advanced information technologies, which include electronic messaging systems, executive information systems, collaborative systems, group decision support systems, and other technologies that use sophisticated information management to enable multiparty participation in organization activities. Developers and users of these systems hold high hopes for their potential to change organizations for the better, but actual changes often do not occur, or occur inconsistently. We propose adaptive structuration theory (AST) as a viable approach for studying the role of advanced information technologies in organization change. AST examines the change process from two vantage points: (1) the types of structures that are provided by advanced technologies, and (2) the structures that actually emerge in human action as people interact with these technologies. To illustrate the principles of AST, we consider the small group meeting and the use of a group decision support system (GDSS). A GDSS is an interesting technology for study because it can be structured in a myriad of ways, and social interaction unfolds as the GDSS is used. Both the structure of the technology and the emergent structure of social action can be studied. We begin by positioning AST among competing theoretical perspectives of technology and change. Next, we describe the theoretical roots and scope of the theory as it is applied to GDSS use and state the essential assumptions, concepts, and propositions of AST. We outline an analytic strategy for applying AST principles and provide an illustration of how our analytic approach can shed light on the impacts of advanced technologies on organizations. A major strength of AST is that it expounds the nature of social structures within advanced information technologies and the key interaction processes that figure in their use. By capturing these processes and tracing their impacts, we can reveal the complexity of technology-organization relationships. We can attain a better understanding of how to implement technologies, and we may also be able to develop improved designs or educational programs that promote productive adaptations.
This paper synthesizes the findings of published experimental studies (n = 18) that compared face-to-face (FTF) and computer-mediated communication (CMC). The literature is pulled together by way of ten propositions, each pre sented with the supporting evidence. In general, discussions on CMC take longer, produce more ideas, and have greater equality of participation. There is reduced normative pressure and poorer comprehension of the discussion in CMC. Findings regarding quality of performance, uninhibited behavior, choice shift, attitude change, and evaluation of communication partner are not defini tive. Factors limiting the internal and external validity of these studies are also discussed.
The importance of problem-solving and/or decision-making groups, as opposed to individuals, continues to grow, both in work and educational environments. Virtual, or online versions of these groups are assuming an everincreasing role in these settings. The effectiveness of these teams remains somewhat tenuous, in part because of the failure to fully account for a number of different variables in the group process. One of these is the character of the team's mission, or task. In an attempt to further delineate and understand this variable the authors introduce a detailed task typology synthesized from a number of disciplines consisting of six key areas: (1) degree of interdependence, (2) goal complexity, (3) data gathering/distribution demands, (4) information-processing demands, (5) evaluation demands, and (6) situational demands. The limited research findings surrounding these task variables suggest that as they vary or change along a spectrum, group interactional demands change-degree of unified interaction, rates of information exchange, amounts and types of argument/negotiation, and so forth. In turn, these dynamics interact with other variables to alter group performance and member satisfaction. The article concludes by offering initial thoughts for both managers and educators when considering the membership of groups, the communication modality to be used, and their facilitational role in the team's operations.
Profile similarity indices (PSIs) have become widely used in studies of congruence (i.e., fit, matching, similarity, agreement) in organizational research. PSIs combine two sets of measures, or profiles, from corresponding entities (e.g., the person and organization, supervisor and subordinate, organization and environment) into a single score intended to represent their overall congruence. Unfortunately, PSIs are conceptually ambiguous, discard information essential to testing congruence hypotheses, conceal the source of the difference between entities, and impose a highly restrictive set of constraints on the coefficients relating the measures comprising the PSI to the outcome. This article shows how polynomial regression analysis may be used to avoid problems with PSIs while capturing the underlying relationships PSIs are intended to represent. Limitations and extensions to the procedure are discussed.
Today's organizations use virtual teams in order to respond to their dynamic environ- ments. Members in virtual teams geographically dispersed and coordinate their work predomi- nately via information and communication technology (ICT). Leadership in virtual teams need to redefined, it is surely different from the traditional one. In this paper we try to answer this question: How does ICT affect the leadership?
Summary In distributed work, there is considerable uncertainty about others' behaviors. To reduce uncertainty, group members need information about the remote work and what other group members are doing. This chapter reports a study of the process of collaboration in student teams with a deadline. The study shows how the behavior of the leader and members in creating or reinforcing awareness of others and the work was related to successful collaboration outcomes. Teams in which members periodically gathered information about others and revealed information about themselves performed better than teams in which members did not do this. Project leaders made a substantial difference in how teams performed. Implications for managing teams in distributed work settings are discussed