scholarly journals A Time to Lead: Changes in Relational Team Leadership Processes over Time

2020 ◽  
Vol 34 (4) ◽  
pp. 558-584
Author(s):  
Tessa Horila ◽  
Marko Siitonen
Keyword(s):  
Virtual Teams ◽  
Thematic Analysis ◽  
Team Leadership ◽  
Subjective Time ◽  
Relational Leadership ◽  
Team Members ◽  
Team Research ◽  
Naturally Occurring ◽  
Qualitative Thematic Analysis ◽  
Over Time

This study analyzes how team members perceive changes in relational leadership processes over time. Interview data from three virtual teams ( N = 18) were analyzed using qualitative thematic analysis. The findings illustrate how ideals of well-functioning leadership and teamwork communication can differ both between and within teams at different times. Team members may perceive benefits of the passage of time in teamwork, including experienced closeness, adjustment, and clarification of practices, as well as challenges such as rigidity and historical baggage. Organizations and teams may experience a shift in the ideals of leadership, but adapting to and adopting new forms of leadership over time may not be unproblematic. The findings also highlight how relational leadership is neither stable nor linear in its development. Overall, the study contributes to leadership and team research by increasing understanding of the relational construction of leadership among naturally occurring teams and by challenging assumptions about how leadership and time are perceived by team members. The implications of studying subjective time in connection with relational leadership are discussed.

The Role of Leadership in Virtual Teams

2011 ◽  
pp. 540-546
Author(s):  
Kristi M. Lewis Tyran ◽  
Craig K. Tyran
Keyword(s):  
Organizational Structure ◽  
Task Performance ◽  
Virtual Teams ◽  
Communication Technology ◽  
Team Performance ◽  
Electronic Communication ◽  
Team Leadership ◽  
Team Members ◽  
Rapid Pace

As globalization and the prevalence of electronic communication technology has become more widespread, organizations are adapting and changing at a rapid pace. Many organizations are using “virtual teams” of people working across space and time as an organizational structure to enhance organizational flexibility and creativity in this changing environment (Duarte & Snyder, 1999; Townsend, DeMarie, & Hendrickson, 1998). As virtual teams become a more popular organizational tool, many researchers have begun to explore ways in which the performance of such teams may be enhanced (Cohen & Gibson, 2003). One aspect of teamwork that has traditionally had an important impact on team performance is team leadership. Leaders often facilitate effective task performance within a team. By assigning tasks to individuals with the skills, knowledge and abilities to perform best, as well as structuring the team to best accomplish its tasks, a leader can greatly increase the effectiveness and efficiency of a team (Hooijberg, Hunt, & Dodge, 1997; McGrath, 1984; O’Connell, Doverspike, & Cober, 2002). In addition to task-focused behaviors, leaders also motivate, coach and mentor team members toward higher levels of performance (Bass, 1985; Conger & Kanungo, 1998).

E-Collaboration in Virtual Teams

2020 ◽  
pp. 210-242
Author(s):  
David Kauffmann ◽  
Golan Carmi
Keyword(s):  
Virtual Teams ◽  
Thematic Analysis ◽  
Interpersonal Trust ◽  
Mediating Effect ◽  
Multiple Mediation ◽  
Collaborative Processes ◽  
Qualitative Thematic Analysis ◽  
Task Oriented ◽  
The Relationship ◽  
Rational Side

This chapter examines the relationship between task-communication and five collaborative processes by exploring the mediating effect of interpersonal trust in a virtual team's environment. First, a multiple mediation model was developed to examine this relationship where cognitive-based trust and affective-based trust are defined as mediation variables between task-communication and five processes of collaboration. Then, employing qualitative thematic analysis, authors constructed a conceptual model to identify factors that generate lower or higher level of collaboration. The main results of this study show a significant correlation with a large effect size between task-oriented communication, trust, and collaboration. Also, interpersonal trust is playing an important role as a mediator in the relationship between task-oriented communication and collaboration, when the emotional side of trust is no less important than the rational side, if not even more, in some collaborative processes.

Managing Virtual Teams: Strategies for Team Leaders

2009 ◽  
Vol 17 (1) ◽  
pp. 8-13 ◽  
Author(s):  
Rebecca Lyons ◽  
Heather A. Priest ◽  
Jessica L. Wildman ◽  
Eduardo Salas ◽  
David Carnegie
Keyword(s):  
Virtual Teams ◽  
Team Leadership ◽  
Virtual Team ◽  
Team Leaders ◽  
Team Members ◽  
Support Tools ◽  
Virtual Team Leadership ◽  
Collaborative Support ◽  
And Training

Organizations' increasing use of virtual teams has emphasized the importance of effective virtual team leadership. Yet the distribution of team members complicates typical leader functions, such as supervision and support, which the leader must now perform through technology. In this article, we present 10 strategies for managing virtual teams, focusing on the role of technology and training. Our hope is that these strategies will inform designers and guide them in developing collaborative support tools and procedures for these tools and in designing training for the use of these tools.

scholarly journals The Emergence of Shared Leadership in Newly Formed Teams With an Initial Structure of Vertical Leadership: A Longitudinal Analysis

2018 ◽  
Vol 54 (2) ◽  
pp. 140-170 ◽  
Author(s):  
Katrien Fransen ◽  
Ellen Delvaux ◽  
Batja Mesquita ◽  
Stef Van Puyenbroeck
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Team Leadership ◽  
Initial Structure ◽  
Leadership Perceptions ◽  
Powerful Predictor ◽  
Team Members ◽  
Leadership Structure ◽  
Vertical Leadership ◽  
Over Time

The importance of high-quality leadership for team effectiveness is widely recognized, with recent viewpoints arguing shared leadership to be a more powerful predictor than vertical leadership. To identify changes in leadership structures over time, we longitudinally tracked the leadership structure of 27 newly formed teams ( N = 195), all having an initial structure of vertical leadership. Our findings demonstrated that the average team leadership strengthened over the course of the 24-week project and leadership tended to become more distributed among team members. Regarding the antecedents of these changes, we found evidence that the more team members are perceived as warm or competent, the higher their perceived influence. Finally, examining the consequences of these changes, the leadership structure was found to be related with team performance in that teams with higher average leadership perceptions performed better. These findings underpin the importance of shared leadership, thereby suggesting leaders to empower their team members.

Collaborative Approach to Successful Virtual Team Leadership

2017 ◽  
pp. 55-70 ◽  
Author(s):  
Maureen Ellis ◽  
Eric Kisling
Keyword(s):  
Virtual Teams ◽  
Group Performance ◽  
Economic Recession ◽  
Team Leadership ◽  
Virtual Team ◽  
Social Loafing ◽  
Team Members ◽  
Travel Costs ◽  
Virtual Team Leadership ◽  
Specific Project

Due to the changing nature of organizations to meet decreased travel budgets, a globalized economic recession, and increased travel costs, multicultural virtual teams are rapidly growing (Hardin, Looney, Fuller, & Schechtman, 2013). Virtual teams are dynamic typically constructed for a specific project or task-focused group. Based on collaborative principles using state-of-the-art communication technology to support collaboration, virtual teams are often faced with several challenges: distance, time, technology, culture, trust, leadership, and social loafing, which can occur when group performance is less than the sum of the individual's efforts (Robbins, 1995). Einstein and Scott (2001) consider social loafing a result of team members putting forth less effort than they would on an individual assignment/task, leading to discourse and loss of synergy. This chapter describes best practices utilizing experiential learning activities for students on virtual teams can enable students to learn, practice, and hone their virtual team skills to be effective workers in the 21st century workplace.

Virtual Team Leadership, Operation, and Technology Deployment

2022 ◽  
pp. 165-181
Author(s):  
Anatoli Quade
Keyword(s):  
Virtual Teams ◽  
Success Factors ◽  
New Technologies ◽  
Team Building ◽  
Team Leadership ◽  
Virtual Team ◽  
Team Members ◽  
New Ways Of Working ◽  
Critical Success ◽  
Virtual Team Leadership

The COVID-19 situation has shown many leaders that their face-to-face meetings leadership style may well now be a thing of the past. Tech-savvy companies are now deploying new technologies to support the creation and leadership of virtual teams, working remotely in different locations around the globe. This presents a range of new challenges for both project leaders and team members, who must now adopt new ways of working. Using an inductive approach based on an analysis of relevant literature, online surveys, and in-depth interviews with project leaders and other practitioners, this chapter examines the transitioning to virtual team leadership and operation, identifies critical success factors, and discusses the facilitating role of new technologies. An operational model (V-CORPS) to guide the building and operation of virtual teams is developed and explained with the aim of increasing the flexibility and efficiency of virtual project teams and establishing a checklist of action points for team building and leading.

Getting Things Done, Virtually! - The Role of Virtual Team Leadership in Virtual Team Effectiveness

2017 ◽  
Vol 16 (2) ◽  
pp. 13-20
Author(s):  
Jude Ashmi E
Keyword(s):  
Virtual Teams ◽  
Team Effectiveness ◽  
Team Leadership ◽  
Virtual Team ◽  
Leadership Roles ◽  
Team Members ◽  
Virtual Team Leadership ◽  
Effective Performance ◽  
Traditional Work

A virtual team’s success depends on the team's effectiveness. Accomplishing such a team’s effectiveness is far more difficult when compared with traditional work teams. This article is a result of an exploratory study of the role of leadership in virtual teams. Virtual teams’ leadership is seemingly situational and supervisory, depending on the task. This study reveals that (1) individual virtual team members act as leaders based on the specific requirements for getting things done, (2) classifies virtual team leadership under supervisory and facilitating leadership, (3) suggests that both leadership roles are essential for virtual team effectiveness and functioning and (4) recommends exploration of leadership-oriented communication competency, shared understanding and virtual team citizenship behaviour as these are required for the effective performance of a virtual team.

scholarly journals A Qualitative Analysis of Offenders’ Modus Operandi in Sexually Exploitative Interactions With Children Online

Sexual Abuse ◽  
2015 ◽  
Vol 29 (6) ◽  
pp. 563-591 ◽  
Author(s):  
Juliane A. Kloess ◽  
Sarah Seymour-Smith ◽  
Catherine E. Hamilton-Giachritsis ◽  
Matthew L. Long ◽  
David Shipley ◽  
...  
Keyword(s):  
Thematic Analysis ◽  
Specific Information ◽  
Internet Communication ◽  
Modus Operandi ◽  
Number Of Children ◽  
Sexual Offenses ◽  
Naturally Occurring ◽  
Qualitative Thematic Analysis ◽  
Police Reports ◽  
And Function

Transcripts of chat logs of naturally occurring, sexually exploitative interactions between offenders and victims that took place via Internet communication platforms were analyzed. The aim of the study was to examine the modus operandi of offenders in such interactions, with particular focus on the specific strategies they use to engage victims, including discursive tactics. We also aimed to ascertain offenders’ underlying motivation and function of engagement in online interactions with children. Five cases, comprising 29 transcripts, were analyzed using qualitative thematic analysis with a discursive focus. In addition to this, police reports were reviewed for descriptive and case-specific information. Offenders were men aged between 27 and 52 years ( M = 33.6, SD = 5.6), and the number of children they communicated with ranged from one to 12 ( M = 4.6, SD = 4.5). Victims were aged between 11 and 15 ( M = 13.00, SD = 1.2), and were both female and male. Three offenders committed online sexual offenses, and two offenders committed contact sexual offenses in addition to online sexual offenses. The analysis of transcripts revealed that interactions between offenders and victims were of a highly sexual nature, and that offenders used a range of manipulative strategies to engage victims and achieve their compliance. It appeared that offenders engaged in such interactions for the purpose of sexual arousal and gratification, as well as fantasy fulfillment.

Inclusive Leadership in Thought and Action: A Thematic Analysis

2021 ◽  
pp. 105960112110131
Author(s):  
Quinetta Roberson ◽  
Jamie L. Perry
Keyword(s):  
Thematic Analysis ◽  
Relational Leadership ◽  
Inclusive Leadership ◽  
Team Members ◽  
Research And Practice ◽  
Written Responses ◽  
Shared Identity ◽  
Develop Theory ◽  
Theory Research ◽  
Team Norms

While research in the diversity and leadership literatures has given attention to the concept of inclusive leadership, work in these areas has progressed within relatively independent theoretical streams with little integration of findings. To integrate findings from these literatures and develop theory on inclusive leadership, this study explores the concept and enactment of inclusive leadership from the leader’s perspective. Through manual and assisted thematic analyses of 27 leaders’ written responses to questions regarding how they perceive and demonstrate inclusive leadership, we investigate how leaders do sensemaking about what it means to be inclusive. Consistent with the findings of prior research, conceptualization themes emerged related to understanding, valuing, and utilizing differences as well as encouraging a shared identity and collaboration. The findings also highlight the importance of relational leadership—specifically, relating to, showing a genuine interest in, and generating trust from others on the team. In the demonstration of inclusive leadership, the results emphasize behaviors to recognize diversity, respond to individual needs and work styles, and actively listen to what team members voice. Our findings also highlight the importance of building environments in which members share and build on each other’s ideas freely and leaders make time and space for leveraging member contributions for decision-making, even when such contributions diverge from team norms. Based on these insights, we consider the limitations of our work and offer directions for theory, research, and practice.

Leader-Facilitated Relationship Building in Virtual Teams

2011 ◽  
pp. 2390-2395
Author(s):  
David J. Pauleen
Keyword(s):  
Virtual Teams ◽  
Team Leadership ◽  
Virtual Team ◽  
Relationship Building ◽  
Boundary Crossing ◽  
Team Leaders ◽  
Building Relationships ◽  
Team Members ◽  
Virtual Team Leadership ◽  
Product Launches

How do virtual team leaders assess and respond to boundary crossing issues when building relationships with virtual team members? Virtual teams are a new phenomenon, defined as groups of people working on a common task or project from distributed locations using information and communications technology (ICT). With rapid advances in ICT allowing alternatives to face-to-face communication, virtual teams are playing an increasingly important role in organizations. Due to their global coverage, virtual teams are often assigned critical organizational tasks such as multinational product launches, negotiating global mergers and acquisitions, and managing strategic alliances (Maznevski & Chudoba, 2000). Their use, however, has outpaced the understanding of their unique dynamics and characteristics (Cramton & Webber, 2000). Virtual team leadership remains one of the least understood and most poorly supported elements in virtual teams. Virtual team leaders are often the nexus of a virtual team, facilitating communications, establishing team processes, and taking responsibility for task completion (Duarte & Tennant- Snyder, 1999), and doing so across multiple boundaries. Recent research (Kayworth & Leidner, 2001-2002) has begun to look at virtual leadership issues and suggests that the trend toward virtual work groups necessitates further inquiry into the role and nature of virtual team leadership. This article begins by briefly looking at the key concepts of virtual team leadership, relationship building and boundary crossing. Then, drawing upon the author’s research, it examines the complexity inherent in building relationship across boundaries, and concludes with suggestions on how virtual team leaders can mediate this complexity.

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