By Topic

Shared leadership and group interaction styles in problem-solving virtual teams

Sign In

Cookies must be enabled to login.After enabling cookies , please use refresh or reload or ctrl+f5 on the browser for the login options.

Formats Non-Member Member
$33 $13
Learn how you can qualify for the best price for this item!
Become an IEEE Member or Subscribe to
IEEE Xplore for exclusive pricing!
close button

puzzle piece

IEEE membership options for an individual and IEEE Xplore subscriptions for an organization offer the most affordable access to essential journal articles, conference papers, standards, eBooks, and eLearning courses.

Learn more about:

IEEE membership

IEEE Xplore subscriptions

4 Author(s)
P. Balthazard ; Sch. of Manage., Arizona State Univ. West, Phoenix, AZ, USA ; D. Waldman ; J. Howell ; L. Atwater

Despite their prevailing growth, little systematic evidence exists regarding the effectiveness of computer-mediated "virtual" teams (VTs), especially in relation to their traditional counterpart, face-to-face teams (FtFTs). A partial least squares (PLS) analysis revealed that FtFTs were more likely to demonstrate higher levels of shared leadership and a constructive interaction style than were VTs. In turn, shared leadership and a constructive interaction style were shown to positively predict cohesion, whereas a defensive interaction style was shown to negatively predict cohesion. Shared leadership was also positively associated with a constructive interaction style and negatively associated with a defensive interaction style. Finally, task performance was shown to be a function of group cohesion.

Published in:

System Sciences, 2004. Proceedings of the 37th Annual Hawaii International Conference on

Date of Conference:

5-8 Jan. 2004