Leadership Role Effectiveness as a Mediator of Team Performance in New Product Development Virtual Teams

被引：6
|
作者：
Han, Soo Jeoung [1 ]
Kim, Mirim [2 ]
Beyerlein, Michael [3 ]
DeRosa, Darleen [4 ]
机构：
[1] Boise State Univ, Program,Org Performance,Workplace Learning,OPWL, Boise, ID USA
[2] Texas A&M Univ, Educ Psychol Dept, College Stn, TX USA
[3] Texas A&M Univ, Educ Adm & Human Resource Dev Dept, College Stn, TX USA
[4] Onpoint Consulting, New York, NY USA
来源：
JOURNAL OF LEADERSHIP STUDIES | 2020年 / 13卷 / 04期
关键词：
CULTURAL-DIVERSITY; SHARED LEADERSHIP; GEOGRAPHIC DISPERSION; EMERGENT LEADERSHIP; FOUNDING TEAM; CONFLICT; COMMUNICATION; CHALLENGES; STYLE; RELIABILITY;
D O I：
10.1002/jls.21677
中图分类号：
C93 [管理学];
学科分类号：
12 ; 1201 ; 1202 ; 120202 ;
摘要：
Despite the wide usage of globally dispersed virtual teams (VT), there has been relatively little research on how leadership affects team performance, particularly with new product development teams in a global VT setting. To test Quinn's (1988) Behavioral Complexity in Leadership Theory, a research model of VT leadership was developed and evaluated with confirmatory factor analysis and structural equation modeling for a unique sample of 19 globally dispersed VTs and 25 nationally dispersed VTs in a variety of industries. Results showed that less geographically dispersed VT members have higher team performance only when leadership roles were performed effectively. In addition, leadership role effectiveness fully mediated the relationship between the number of team training sessions and team performance. Recommendations for academic researchers and practical implications were suggested.
引用
收藏
页码：20 / 36
页数：17
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