Functional and Visionary Leadership in Self-Managing Virtual Teams

In this conceptual article, we present a theory of leadership in self-managing virtual teams. We describe leadership in this setting as a process that results in the creation, reinforcement, and evolution of shared mental models and shared norms that influence team member behavior toward the successful accomplishment of shared goals. We distinguish two types of leadership. We identify leadership that works within and reinforces existing models and norms to influence team contributions as “functional” leadership. We identify leadership that results in changes in models and norms as “visionary” leadership. We propose that successful self-managing virtual teams require both types of leadership and that they will exhibit a paradoxical combination of shared, distributed functional leadership complemented by strong, concentrated, and centralized visionary leadership and that visionary leadership is enabled by functional leadership in the form of substantive team member contributions.

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The Influence of Shared-Representation on Shared Mental Models in Virtual Teams

Engineering Psychology and Cognitive Ergonomics - Lecture Notes in Computer Science ◽

10.1007/978-3-642-02728-4_29 ◽

2009 ◽

pp. 269-278

Author(s):

Rose Saikayasit ◽

Sarah Sharples

Keyword(s):

Mental Models ◽

Virtual Teams ◽

Shared Mental Models

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Scale development and validation of shared mental models of information and communication technology (ICT SMM)

Team Performance Management ◽

10.1108/tpm-03-2020-0025 ◽

2020 ◽

Vol 26 (7/8) ◽

pp. 391-407

Author(s):

Rebecca Müller ◽

Conny H. Antoni

Keyword(s):

Mental Models ◽

Virtual Teams ◽

Information And Communication Technology ◽

Communication Technology ◽

Rating Scale ◽

Shared Mental Models ◽

Future Research ◽

Validity And Reliability ◽

Content Type ◽

Information And Communication

Purpose Virtual teams are on the rise and many companies are implementing them to compete for the most talented experts. However, the use of information and communication technology (ICT), on which virtual teams depend, often ends in communication chaos. Research has shown that shared mental models (SMM), which are knowledge structures on team level, enhance team communication. In teams, which use ICTs, shared mental models of ICTs (ICT SMM) seem to be important. However, few studies that investigated ICT SMM have used different measurements that restrict their generalization. The purpose of this study is to define ICT SMM as well as develop and validate an ICT SMM scale. Design/methodology/approach This study used a cross-sectional questionnaire in two different samples (N1 = 117 students and N2 = 165 employees). Findings The results of item and factor analyses indicated that ICT SMM contain at least two facets, ICT functionalities and task-specific ICT use and are distinct from teamwork, taskwork and temporal SMM. The ICT SMM scale reached good validity and reliability. On an individual level, ICT SMM were positively associated with perceived team performance and coordination and negatively with ineffective communication, workload and frustration. Research limitations/implications Future research using teams as sample to validate the ICT SMM scale seems to be promising. Originality/value To the best of authors’ knowledge, this is the first study that developed and validated a rating scale to measure SMM of ICT in different samples.

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Shared mental models and perceived proximity: a comparative case study

Information Technology and People ◽

10.1108/itp-02-2020-0072 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Efpraxia D. Zamani ◽

Nancy Pouloudi

Keyword(s):

Mental Models ◽

Virtual Teams ◽

Collaborative Work ◽

Research Question ◽

Shared Mental Models ◽

Comparative Case Study ◽

Temporal Dimension ◽

Content Type ◽

Grounded Theory Method

PurposeThe aim of this study is to understand how virtual teams experience perceived proximity. Existing literature suggests that perceived proximity can be achieved through quality communication and increased identification. However, not much is known as to how these two may be achieved within the context of virtual teams.Design/methodology/approachThe authors address their research question through a comparative case study, with the help of two virtual teams of software developers and the authors adopt a subset from the Constructivist Grounded Theory Method procedures for the purposes of coding to understand the potential explanations regarding the two teams' differences in perceptions of perceived proximity.FindingsThe authors’ study shows that shared mental models support quality communication and team members to identify with the shared values of their team. Quality communication is easier achieved when the team shares a dynamic and evolving understanding of the tools for communication and collaboration. The authors also draw attention to the importance of how work is organised and the influence of the temporal dimension on virtual teams beyond the temporal organisation of collaborative work.Originality/valueThe value of this study is found in its contribution towards the development of a formal connection between perceived proximity and shared mental models, that is empirically grounded, and which holds an explanatory value in addressing how perceived proximity can be supported rather than compromised.

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Building Shared Mental Models of Organizational Effectiveness in Leadership Teams Through Team Member Exchange Quality

Nonprofit and Voluntary Sector Quarterly ◽

10.1177/0899764015601244 ◽

2015 ◽

Vol 45 (3) ◽

pp. 568-592 ◽

Cited By ~ 12

Author(s):

Jurgen Willems

Keyword(s):

Mental Models ◽

Organizational Effectiveness ◽

Team Member ◽

Leadership Teams ◽

Shared Mental Models ◽

Team Member Exchange ◽

Member Exchange

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The similarity index as an indicator of shared mental models and situation awareness in field studies [Journal of Cognitive Engineering and Decision Making, 2014]

10.31219/osf.io/zqvr5 ◽

2018 ◽

Author(s):

Bjørn Sætrevik ◽

Jarle Eid

Keyword(s):

Data Collection ◽

Mental Models ◽

Situation Awareness ◽

Field Experiments ◽

Team Member ◽

Similarity Index ◽

Current Approach ◽

Lessons Learned ◽

Shared Mental Models ◽

Cognitive Engineering

The aim of this paper is to present a methodology where the extent of information sharing among team members is used as an indicator of shared mental models (SMM) and situation awareness (SA). Data collection procedures and probe materials are described for two field experiments performed among emergency management teams in the hydrocarbon industry. Methods are suggested for calculating a “similarity index” by comparing a team member’s responses with the average response in the team or with the responses of the team member assumed to be best informed. It is argued that similarity to team average could be a measure of SMM, while similarity to the best-informed team member could be argued to be an indicator of SA. The degree of compliance in responding to the probes is reported, as well as the degree to which the extent of shared information differed between the probe questions or according to team positions. Lessons learned from the data collection are summarized, and the applicability of the similarity index as a measure of SA is discussed. Some advantages of the current approach are presented, as well as challenges and inherent assumptions in future applications of this approach.

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