Search results
Filter
4 results
Sort by:
Leadership trapeze: strategies for leadership in team-based organizations
In: The Jossey-Bass management series
Extraversion and Leadership Emergence: Differences in Virtual and Face-to-Face Teams
In: Small group research: an international journal of theory, investigation, and application, Volume 52, Issue 5, p. 535-564
ISSN: 1552-8278
This study addresses calls for a better understanding of how team interaction mode (e.g. virtual versus face-to-face) moderates the relationship between member attributes and emergent team processes. We use Mullen's model of salience to explain conflicting predictions and results about the effects of extraversion on leadership emergence in virtual and face-to-face teams. Participants were randomly assigned to 27 four-person teams that met three times, engaging in an iterative decision-making task. Assessments of each member's leadership influence were taken after each meeting, and transcripts were content-coded. Results show that interaction mode has an indirect moderating effect on the relation between extraversion and leadership emergence, fully explained by salience. As such, this study explains an important difference in patterns of leadership emergence between virtual and face-to-face teams.
The Merit of Teams
In: Public Productivity & Management Review, Volume 17, Issue 4, p. 415