Add to ORKGThe present investigation is concerned with shared leadership and team performance in a sample of 20 organizational virtual teams. We examine shared team leadership in terms of cognitive processes (team learning), affective processes (perceived team support), and behavioural processes (team member exchange quality). Our findings document internal validity of the shared leadership model, and high external validity in predicting team performance. Findings are discussed with regard to management of virtual teams in organizations
As organizations become increasingly global and have operations in far-flung regions of the world, a...
If we do not know how leadership works in the novel context of self-managing virtual (SMV) teams, ho...
The main objective of this research study is to analyze the impact of the perception of virtual team...
The present investigation is concerned with shared leadership and team performance in a sample of 20...
Virtual teams have become very common within the workplace, with hybrid models of working from home ...
Given the recent focus on team process and outcome improvements, shared leadership is a promising av...
The purpose of this research is to examine whether outcome controls of group work (i.e. time pressur...
The purpose of this research is to examine whether outcome controls of group work (i.e. time pressur...
As the use of virtual teams has increased in organizations, there has been an increase in research f...
In spite of the wide usage of globally dispersed virtual teams (VT), there has been relatively littl...
In the era of digital transformation an evolution takes place. Following this, new perspectives conc...
Carte, Chidambaram, and Becker (2006) conducted a longitudinal study of 22 self-managed virtual team...
Along with digitalization and rapid advances in technology, organizations are increasingly relying o...
Managing geographically dispersed R&D teams remains a complex task. Contemporary leadership styles i...
Virtual teams are generally widely dispersed by geography, and also often by culture, language and t...
As organizations become increasingly global and have operations in far-flung regions of the world, a...
If we do not know how leadership works in the novel context of self-managing virtual (SMV) teams, ho...
The main objective of this research study is to analyze the impact of the perception of virtual team...
The present investigation is concerned with shared leadership and team performance in a sample of 20...
Virtual teams have become very common within the workplace, with hybrid models of working from home ...
Given the recent focus on team process and outcome improvements, shared leadership is a promising av...
The purpose of this research is to examine whether outcome controls of group work (i.e. time pressur...
The purpose of this research is to examine whether outcome controls of group work (i.e. time pressur...
As the use of virtual teams has increased in organizations, there has been an increase in research f...
In spite of the wide usage of globally dispersed virtual teams (VT), there has been relatively littl...
In the era of digital transformation an evolution takes place. Following this, new perspectives conc...
Carte, Chidambaram, and Becker (2006) conducted a longitudinal study of 22 self-managed virtual team...
Along with digitalization and rapid advances in technology, organizations are increasingly relying o...
Managing geographically dispersed R&D teams remains a complex task. Contemporary leadership styles i...
Virtual teams are generally widely dispersed by geography, and also often by culture, language and t...
As organizations become increasingly global and have operations in far-flung regions of the world, a...
If we do not know how leadership works in the novel context of self-managing virtual (SMV) teams, ho...
The main objective of this research study is to analyze the impact of the perception of virtual team...