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

Pierre Balthazard, David Waldman, Jane Howell, Leanne Atwater

Research output: Chapter in Book/Report/Conference proceedingConference contribution

17 Scopus citations

Abstract

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.

Original languageEnglish (US)
Title of host publicationProceedings of the Hawaii International Conference on System Sciences
EditorsR.H. Sprague Jr.
Pages693-702
Number of pages10
Volume37
StatePublished - 2004
EventProceedings of the Hawaii International Conference on System Sciences - Big Island, HI., United States
Duration: Jan 5 2004Jan 8 2004

Other

OtherProceedings of the Hawaii International Conference on System Sciences
CountryUnited States
CityBig Island, HI.
Period1/5/041/8/04

ASJC Scopus subject areas

  • Software
  • Industrial and Manufacturing Engineering

Cite this

Balthazard, P., Waldman, D., Howell, J., & Atwater, L. (2004). Shared leadership and group interaction styles in problem-solving virtual teams. In R. H. Sprague Jr. (Ed.), Proceedings of the Hawaii International Conference on System Sciences (Vol. 37, pp. 693-702). [CLVWT04]