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Fault Lines in Virtual Team Leadership and Team Performance in Undergraduate Virtual Team Short-Term Projects

Fault Lines in Virtual Team Leadership and Team Performance in Undergraduate Virtual Team Short-Term Projects
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Author(s): Christian Graham (Business School, University of Maine, USA) and Harold Daniel (Business School, University of Maine, USA)
Copyright: 2021
Volume: 17
Issue: 1
Pages: 14
Source title: International Journal of e-Collaboration (IJeC)
Editor(s)-in-Chief: Jingyuan Zhao (University of Toronto, Canada)
DOI: 10.4018/IJeC.2021010101

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Abstract

This article provides a literature review on virtual team leaderships impact on project quality, team effectiveness, and team commitment to short-term projects. The authors summarize several negative findings related to virtual teams and posit that these negative outcomes contribute to the negative impact of organisational fault lines. The article concludes by exploring a theoretical model on the relationship between fault lines in virtual teams and team performance. The authors specifically propose that transformational leadership in virtual teams will positively moderate this relationship.

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