A Work Roles and Leadership Functions of Managers in Virtual Teams

2008 ◽  
pp. 1198-1213
Author(s):  
Udo Konradt ◽  
Julia E. Hoch
Keyword(s):  
Virtual Teams ◽  
Middle Managers ◽  
Leadership Roles ◽  
Competing Values ◽  
Work Roles ◽  
Line Managers ◽  
Team Success ◽  
Leading Position ◽  
Frame Work ◽  
And Performance

This study examined the perceived importance of line managers and middle managers in virtual teams of what work roles and leadership functions are necessary to promote virtual team success and performance. Using Quinn’s (1988) competing values frame-work it was found that control-related roles of directors and producers were perceived to be most important. With years in a leading position, the repertoire of leadership roles needed to successfully lead virtual teams declined. Additionally, middle managers compared to line managers perceived people oriented leadership functions (i.e., mentor and facilitator roles) and flexibility-related work roles (i.e., innovator and mentor roles) as more important whereas line managers compared to middle managers perceived stability leadership functions (i.e., monitor and coordinator roles) as more important. Theoretical and methodological implications are discussed.

Exploring the Virtual Team Leaders' Perspective

2009 ◽  
pp. 121-136
Author(s):  
Udo Konradt ◽  
Julia E. Hoch
Keyword(s):  
Virtual Teams ◽  
Middle Managers ◽  
Team Leadership ◽  
Virtual Team ◽  
Future Research ◽  
Leadership Roles ◽  
Competing Values ◽  
Work Roles ◽  
Line Managers ◽  
And Performance

In this study we examined the perceived importance of line managers and middle managers in virtual teams, and what work roles and leadership functions are necessary to promote virtual team success and performance. Using Quinn’s (1988) competing values framework it was found that control-related roles of directors and producers were perceived to be most important. With years in a leading position, the repertoire of leadership roles needed to successfully lead virtual teams declined. Additionally, middle managers compared to line managers perceived people oriented leadership functions (i.e., mentor and facilitator roles) and flexibility-related work roles (i.e., innovator and mentor roles) as more important whereas line managers compared to middle managers perceived stability leadership functions (i.e., monitor and coordinator roles) as more important. Limitations, implications for virtual team leadership, and suggestions for future research are discussed.

Leadership Roles and Management Practices of Educational Managers and Their Relationships to Teachers’ and Students’ Performance

2016 ◽  
pp. 203-212
Author(s):  
Teresita Oducado
Keyword(s):  
Educational Attainment ◽  
Human Resource Development ◽  
Evaluation System ◽  
Management Practices ◽  
Leadership Roles ◽  
Line Managers ◽  
Performance Evaluation System ◽  
Teachers And Students ◽  
And Performance ◽  
Level Of Significance

A descriptive-correlational research was conducted to determine the extent educational managers in the four state universities in Panay Island portrayed their leadership roles and management practices and its relationship to teachers’ and students’ performance. Ninety three respondents were classified according to highest educational attainment, position occupied, and length of experience. Questionnaire was used to gather data and Performance Evaluation System (PES) of teachers and passing percentage in Board Examination for students’ performance. Results were interpreted at 5% level of significance using One-Way Analysis of Variance and Pearson Product-Moment Correlation Coefficient. Descriptive data were analyzed using frequency, percentage, weighted mean, and standard deviation. Results showed that majority were doctorate degree holders, first-line managers, and serve their positions for less than ten years. Leadership roles and management practices were rated “to a very large extent.” Only management practices in physical facilities development performed “to a large extent” were although when taken as a whole in the five years of concern were performed they “to a very large extent.” Teachers’ performance mostly rated Outstanding and a lesser number was rated Very Satisfactory. The passing percentage above the national passing set was by the Philippine Regulation Commission (PRC). Leadership roles significantly affect teachers’ performance and only leadership and human resource development were related to teachers’ performance. Leadership roles and management practices were not related to students’ performance except in physical facilities development. Only educational attainment was found significantly correlated to teachers’ performance but not to students’ performance.

scholarly journals Organisational Diagnosis on Effectiveness: A Comparative Study of Public and Private Sector Organisations

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Dr. Sudhir K. Samantaray
Keyword(s):  
Private Sector ◽  
Organisational Culture ◽  
Line Managers ◽  
Public And Private ◽  
Organisational Effectiveness ◽  
Work Related ◽  
Structural Variables ◽  
Information And Communication ◽  
Frame Work ◽  
Public And Private Sector

Changes have taken place in the lives of Indian organisations due to globalization and developments in information and communication technology revolutions. The present research focused on comparative perspectives and conceptual frame work suggested by Daft (1995) to study public and private sector organisations relating to culture, structure and strategy on organisational effectiveness. 400 front line managers comprising of 200 public and 200 private sectors, were taken into consideration. Group t-tests were conducted to assess the similarities and dissimilarities among HR personnel. The findings made a modest empirical contribution to understanding the fundamental challenges of sectoral perspectives. On one hand, the findings confirmed significant differences between public and private sector employees in their perceptions of organisational culture, structure and strategy; and on the other hand, examined the theoretical model of the relationship between organisational effectiveness as a series of work-related outcomes stating no significant differences across the sectors. The study provided practical implications for organisational development in linking structural variables to performance; focused on organisational culture in organisational efforts; addressed organisational issues holistically; suggested future studies in the areas of measurement improvement; and explored further research questions.

Barriers To Change: A Case Study Investigation On Factors Hindering Organizational Transformation

2019 ◽  
Vol 28 (1) ◽  
pp. 1-8
Author(s):  
Mirwan Surya Perdhana ◽  
Yarra Waninda Permanasari
Keyword(s):  
Change Management ◽  
Middle Managers ◽  
Qualitative Case Study ◽  
Organizational Transformation ◽  
Line Managers ◽  
Central Java ◽  
Barriers To Change ◽  
Top Manager ◽  
Management Issues

Regardless the size, organizations need to transform themselves to meet the demand of current competition era. Nevertheless, many organizations were failed to implement change despite having a clear organizational strategy. The aim of this research is to investigate factors hindering organizational transformation and change. To achieve such aim, a qualitative case-study investigation was conducted in a State-owned Enterprise located in Greater Semarang, Central Java, Indonesia, involving 10 participants which consists of top manager, middle managers, line managers and the workers.The findings of this study reveals that transformation effort in the company were hindered due to several factors: commitment and initiatives issues, change management issues, language issues, communication issues, and time constraint issues. Implication for theory and managerial practice were also discussed.

Strategic Orientation and Performance of Istanbul Stock Market Businesses

2019 ◽  
pp. 94-114 ◽  
Author(s):  
Yakup Akgül ◽  
Mustafa Zihni Tunca
Keyword(s):  
Information Systems ◽  
Firm Performance ◽  
Stock Market ◽  
Middle Managers ◽  
Primary Objective ◽  
Strategic Orientation ◽  
Knowledge Based ◽  
Strategic Orientations ◽  
Inferential Analysis ◽  
And Performance

The primary objective of this chapter is to critically examine the effect of strategic orientations on the innovation and the performance of İstanbul stock market businesses in Turkey. The three most comprehensive constructs, namely strategic orientation of business enterprises (STROBE), strategic orientation of information systems (STROIS), and strategic orientation of knowledge-based enterprises (STROKE) instruments, were adopted to present a holistic picture of the effect of strategic orientation on innovation and firm performance. A survey was administered and a sample of 203 middle managers was analyzed using SmartPLS version 3.2.7 for inferential analysis and SPSS version 24 for descriptive insights.

Forming Trust in Virtual Writing Teams

2010 ◽  
pp. 88-111 ◽  
Author(s):  
Sean D. Williams
Keyword(s):  
Virtual Teams ◽  
Social Presence ◽  
Collaborative Writing ◽  
Virtual Team ◽  
General Concept ◽  
Team Members ◽  
Performance Orientation ◽  
Use Of Technology ◽  
Trust Formation ◽  
And Performance

This chapter explores collaborative writing in virtual teams, and, particularly, trust formation in virtual writing teams, to help those who create or work in virtual writing teams to understand the importance of trust. In order to build the case for trust as the key component in teams, the chapter presents important background on teams as a general concept. In particular, it considers the constituents of quality teams, which include small team size, diverse team membership, interdependent relationships, shared team vision, articulated processes, and performance orientation. The chapter then elaborates on the role of trust in teams, presenting it as the key feature for any type of team environment. Based on this background, the chapter then differentiates the general concept of teams from virtual teams in particular, arguing that virtual teams must address specific considerations in order to build trust. Such considerations include the composition of the team, where team members possess a propensity to trust; the proper use of technology in the virtual team, so that the medium matches the communicative need; and social presence, or the ways that virtual teams can build trust by using communication behaviors to demonstrate to others that they share understanding. The chapter combines the general team considerations with the virtual team considerations into a rubric for building strong virtual teams based upon four major categories: team traits, team actions, individual traits, and environment traits. The chapter concludes with suggestions for future study.

The Impact of Trust on Virtual Team Effectiveness

2014 ◽  
Vol 4 (1) ◽  
pp. 11-28 ◽  
Author(s):  
Yasser A. El-Kassrawy
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Structural Equations ◽  
Team Members ◽  
Competitive Environments ◽  
Team Satisfaction ◽  
And Performance ◽  
The Impact

Given the important role of information technology, virtuality has become crucial issue in contemporary organizations. Virtual teams are comprised of members who are located in more than one physical location. They need to be effectively collaborating to harness their full performance capabilities in order to compete in the highly competitive environments. However, virtual team effectiveness is affected by determinants of trust which include three types; personality, cognitive and institutional-based trust. Therefore, this paper examines the impact of trust determinants on virtual team effectiveness represented in virtual team satisfaction and performance. Through a survey of 125 virtual team members who had experienced at least two years in this field, the results indicated that determinants of trust positively influence virtual team satisfaction and virtual team performance. The authors' structural equations modeling findings also support our hypothetical predictions that personality- based trust, cognitive- based trust and institutional- based trust have a dramatic impact on both of virtual team satisfaction and virtual team performance. Moreover, institutional- based trust is the uppermost driver of virtual team effectiveness. This study provides novel insights into virtual team behaviours, managerial and research implications for effective virtual team.

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