Exploring the Virtual Team Leaders' Perspective: Efficient Work Roles and Leadership Functions

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Author(s): Udo Konradt (University of Kiel, Germany)and Julia E. Hoch (University of Technology Dresden, Germany)
Copyright: 2009
Pages: 16
Source title: Virtual Team Leadership and Collaborative Engineering Advancements: Contemporary Issues and Implications
Source Author(s)/Editor(s): Ned Kock (Texas A&M International University, USA)
DOI: 10.4018/978-1-60566-110-0.ch009

Keywords: Information Science Reference / Media & Communications / Social Computing / Virtual Communities & Virtual Reality

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Abstract

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.

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Exploring the Virtual Team Leaders' Perspective: Efficient Work Roles and Leadership Functions

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