A multi-level investigation of emergent leadership and dispersion effects in virtual teams

2012 ◽  
Author(s):  
Steven Daniel Charlier
Keyword(s):  
Virtual Teams ◽  
Emergent Leadership ◽  
Dispersion Effects ◽  
Multi Level

Emergent Leadership in Self-Managed Virtual Teams

2006 ◽  
Vol 15 (4) ◽  
pp. 323-343 ◽  
Author(s):  
Traci A. Carte ◽  
Laku Chidambaram ◽  
Aaron Becker
Keyword(s):  
Virtual Teams ◽  
Emergent Leadership

The Language of Leaders

2011 ◽  
pp. 232-250
Author(s):  
Simeon J. Simoff ◽  
Fay Sudweeks
Keyword(s):  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Organizational Structures ◽  
Emergent Leadership ◽  
Mediated Communication ◽  
Communication Behaviors ◽  
Virtual Groups ◽  
Educational Environments ◽  
Computer Mediated ◽  
Groups And Teams

Virtual teams and their leaders are key players in global organizations. Using teams of workers dispersed temporally and geographically has changed the way people work in groups and redefined the nature of teamwork. Emergent leadership issues in computer-mediated communication are vital today because of the increasing prevalence of the virtual organization, the flattening of organizational structures, and the corresponding interest in managing virtual groups and teams. This chapter examines the communication behaviors of participants in two different case studies to determine if number, length, and content of messages are sufficient criteria to identify emergent leaders in asynchronous and synchronous environments. The methodology used can be embedded in collaborative virtual environments as a technology for identifying potential leaders in organizational and educational environments.

Leadership emergence in face-to-face and virtual teams: A multi-level model with agent-based simulations, quasi-experimental and experimental tests

2015 ◽  
Vol 26 (3) ◽  
pp. 402-418 ◽  
Author(s):  
Andra Serban ◽  
Francis J. Yammarino ◽  
Shelley D. Dionne ◽  
Surinder S. Kahai ◽  
Chanyu Hao ◽  
...  
Keyword(s):  
Virtual Teams ◽  
Experimental Tests ◽  
Leadership Emergence ◽  
Agent Based ◽  
Face To Face ◽  
Agent Based Simulations ◽  
Quasi Experimental ◽  
Level Model ◽  
Multi Level

scholarly journals Emergent Leadership in Self-managed Virtual Teams: A Replication

2017 ◽  
Vol 3 ◽  
pp. 1-12
Author(s):  
Traci Carte ◽  
◽  
Aaron Becker ◽  
Keyword(s):  
Virtual Teams ◽  
Emergent Leadership

Emergent leadership in virtual teams: A multilevel investigation of individual communication and team dispersion antecedents

2016 ◽  
Vol 27 (5) ◽  
pp. 745-764 ◽  
Author(s):  
Steven D. Charlier ◽  
Greg L. Stewart ◽  
Lindsey M. Greco ◽  
Cody J. Reeves
Keyword(s):  
Virtual Teams ◽  
Emergent Leadership

scholarly journals Behavior‒Output Control Theory, Trust and Social Loafing in Virtual Teams

2020 ◽  
Vol 4 (3) ◽  
pp. 39
Author(s):  
Lionel P. Robert
Keyword(s):  
Information Technology ◽  
Virtual Teams ◽  
Team Performance ◽  
Social Loafing ◽  
Research Model ◽  
Electronic Communications ◽  
Output Control ◽  
Geographic Dispersion ◽  
Multi Level ◽  
The Impact

Social loafing, the act of withholding effort in teams, has been identified as an important problem in virtual teams. A lack of social control and the inability to observe or trust that others are fulfilling their commitments are often cited as major causes of social loafing in virtual teams where there is geographic dispersion and a reliance on electronic communications. Yet, more research is needed to better understand such claims. The goal of this study was to examine the impact of control and trust on social loafing in virtual teams. To accomplish this, we proposed and empirically tested a multi-level research model that explains the relationships among team controls, trust, social loafing, and team performance. We tested the model with 272 information technology employees in 39 virtual teams. Results indicate that control and trust reduce social loafing separately and also jointly.

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