By Topic

Occurrence and Effects of Leader Delegation in 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
$31 $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

7 Author(s)
Suling Zhang ; New Jersey Inst. of Technol., Newark ; Tremaine, M. ; Egan, R. ; Milewski, A.
more authors

Virtual teams are an important work structure in software development projects. However, little is known about what constitutes effective virtual team leadership, in particular, what amount of leader delegation is appropriate in a virtual environment? This study investigates virtual team leader delegation and explores the impact of delegation strategies on virtual team performance mediated by team motivation, team flexibility and team satisfaction with the team leader The research is a report of a pilot study run on student teams carried out to refine and test the research constructs and research model. The study found that virtual team leaders delegate more to competent virtual teams and that delegation is positively correlated with team member satisfaction with their leader and with team member motivation. This work provides important knowledge for software-based organizations interested in developing virtual team leadership skills.

Published in:

Hawaii International Conference on System Sciences, Proceedings of the 41st Annual

Date of Conference:

7-10 Jan. 2008