Hostname: page-component-78c5997874-fbnjt Total loading time: 0 Render date: 2024-11-02T19:33:43.310Z Has data issue: false hasContentIssue false
  • English
  • Français

Virtual Leadership: An Important Leadership Context

Published online by Cambridge University Press:  07 January 2015

Gordon B. Schmidt
Gordon B. Schmidt*
Affiliation:
Indiana University Purdue University Fort Wayne
*
E-mail: [email protected], Address: IPFW, OLS Neff 288D, Fort Wayne, IN 46805
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 7 , Issue 2 , June 2014 , pp. 182 - 187
Copyright
Copyright © Society for Industrial and Organizational Psychology 2014

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Avolio, B. J., & Kahai, S. S. (2003). Adding the “E” to e-leadership: How it may impact your leadership. Organizational Dynamics, 31, 325–338.Google Scholar
Bell, B. S., & Kozlowski, S. W. J. (2002). A typology of virtual teams: Implications for effective leadership. Group and Organization Management, 27, 14–49.Google Scholar
Bennet, S., Maton, K., & Kervin, L. (2008). The “digital natives” debate: A critical review of the evidence. British Journal of Educational Technology, 39(5), 775–786.Google Scholar
Daft, R. L., & Lengel, R. H. (1986). Organization information requirements, media richness, and structural design. Management Science, 32, 554–571.Google Scholar
Facebook. (2013). Key facts. Palo Alto, CA: Author. Retrieved November 25, 2013, from http://newsroom.fb.com/Key-Facts.Google Scholar
Gajendran, R. S., & Joshi, A. (2012). Innovation in globally distributed teams: The role of LMX, communication frequency, and member influence on team decisions. Journal of Applied Psychology, 97, 1252–1261.Google Scholar
Gibson, C. B., & Gibbs, J. L. (2006). Unpacking the concept of virtuality: The effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation. Administrative Science Quarterly, 51, 451–495.Google Scholar
Goh, S., & Wasko, M. (2012). The effects of leader–member exchange on member performance in virtual world teams. Journal of the Association for Information Systems, 13, 861–885.Google Scholar
Hambley, L. A., O'Neill, T. A., & Kline, T. J. B. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational Behavior and Human Decision Making Processes, 103, 1–20.Google Scholar
Hart, R. K., & McLeod, P. L. (2003). Rethinking team building in geographically dispersed teams: One message at a time. Organizational Dynamics, 31, 352–361.Google Scholar
Hoch, J. E., & Kozlowski, S. W. J. (2012, December 3). Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership. Journal of Applied Psychology. Advance online publication.Google Scholar
Huang, R., Kahai, S., & Jestice, R. (2010). The contingent effects of leadership on team collaboration in virtual teams. Computers in Human Behavior, 26, 1098–1110.Google Scholar
I4cp. (2008, September 4). Virtual teams now a reality: Two out of three companies say they will rely more on virtual teams in the future. Retrieved from http://www.i4cp.com/news/2008/09/04/virtual-teamsnow-a-realityGoogle Scholar
Kaplan, A. M., & Haenlein, M. (2010). Users of the world, united! The challenges and opportunities of social media. Business Horizon, 53, 59–68.Google Scholar
Lord, R. G., & Dinh, J. E. (2014). What have we learned that is critical in understanding leadership perceptions and leader-performance relations? Industrial and Organizational Psychology: Perspectives on Science and Practice, 7(2), 158–177.Google Scholar
Malhotra, A., Majchrzak, A., & Rosen, B. (2007). Leading virtual teams. Academy of Management Perspectives, 21, 60–70.Google Scholar
Maruping, L. M., & Agarwal, R. (2004). Managing team interpersonal processes through technology: A task–technology fit perspective. Journal of Applied Psychology, 89(6), 975–990.Google Scholar
MCIWorldcom. (2001). Meetings in America III: A study of the virtual workforce in 2001. Retrieved from https://e-meetings.verizonbusiness.com/meetingsinamerica/pdf/MIA3.pdfGoogle Scholar
Purvanova, R. K., & Bono, J. B. (2009). Transformational leadership in context. Face-to-face and virtual teams. The Leadership Quarterly, 20, 343–357.Google Scholar
Saphiere, D. M. H. (1996). Productive behaviors of global business teams. International Journal of Intercultural Relations, 20(2), 227–259.Google Scholar
Stopfer, J. M., & Gosling, S. D. (2013). Online social networks in the work context. In Derks, D., & Bakker, A. B. (Eds.), The psychology of digital media at work (pp. 39–59). New York, NY: Routledge.Google Scholar
Thompson, L. F., & Coovert, M. D. (2003). Teamwork online: The effects of computer conferencing on perceived confusion, satisfaction, and postdiscussion accuracy. Group Dynamics: Theory, Research, and Practice, 7, 135–151.Google Scholar
Weidner, N., Wynne, K., & O'Brien, K. (2012). Individual differences in workplace related use of Internet-based social networking sites. In G. B. Schmidt, & R. N. Landers (co-chairs), The impact of social media on work. Symposium presented at the 27th Annual Conference of the Society for Industrial and Organizational Psychology, San Diego, CA.Google Scholar