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Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams.

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Title: Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams.
Authors: Hill, N. Sharon, Bartol, Kathryn M.
Source: Personnel Psychology. Spring2016, Vol. 69 Issue 1, p159-198. 40p. 1 Diagram, 4 Charts, 2 Graphs.
Subjects: Leadership, Research on teams in the workplace, International business enterprise employees, Industrial procurement, Teams
Abstract: Our research integrates theoretical perspectives related to distributed leadership in geographically dispersed teams with empowering leadership theory to build a multilevel model of virtual collaboration and performance in dispersed teams. We test the model with procurement teams in a major multinational corporation. Our results show a significant cross-level effect of empowering team leadership, such that under conditions of high empowering team leadership, a team member's virtual teamwork situational judgment (VT-SJ) is positively and significantly associated with his or her virtual collaboration behaviors and also indirectly with his or her individual performance in the team. At the team level, our findings also suggest that the impact of empowering leadership on team members' aggregate virtual collaboration, and indirectly on team performance, increases at higher levels of team dispersion. These findings shed important light on the role of team leadership in fostering effective collaboration and performance of geographically dispersed virtual teams. [ABSTRACT FROM AUTHOR]
Copyright of Personnel Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Psychology and Behavioral Sciences Collection
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  Data: Empowering Leadership and Effective Collaboration in Geographically Dispersed Teams.
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  Data: <searchLink fieldCode="AR" term="%22Hill%2C+N%2E+Sharon%22">Hill, N. Sharon</searchLink><br /><searchLink fieldCode="AR" term="%22Bartol%2C+Kathryn+M%2E%22">Bartol, Kathryn M.</searchLink>
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  Data: <searchLink fieldCode="JN" term="%22Personnel+Psychology%22">Personnel Psychology</searchLink>. Spring2016, Vol. 69 Issue 1, p159-198. 40p. 1 Diagram, 4 Charts, 2 Graphs.
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  Data: <searchLink fieldCode="DE" term="%22Leadership%22">Leadership</searchLink><br /><searchLink fieldCode="DE" term="%22Research+on+teams+in+the+workplace%22">Research on teams in the workplace</searchLink><br /><searchLink fieldCode="DE" term="%22International+business+enterprise+employees%22">International business enterprise employees</searchLink><br /><searchLink fieldCode="DE" term="%22Industrial+procurement%22">Industrial procurement</searchLink><br /><searchLink fieldCode="DE" term="%22Teams%22">Teams</searchLink>
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  Data: Our research integrates theoretical perspectives related to distributed leadership in geographically dispersed teams with empowering leadership theory to build a multilevel model of virtual collaboration and performance in dispersed teams. We test the model with procurement teams in a major multinational corporation. Our results show a significant cross-level effect of empowering team leadership, such that under conditions of high empowering team leadership, a team member's virtual teamwork situational judgment (VT-SJ) is positively and significantly associated with his or her virtual collaboration behaviors and also indirectly with his or her individual performance in the team. At the team level, our findings also suggest that the impact of empowering leadership on team members' aggregate virtual collaboration, and indirectly on team performance, increases at higher levels of team dispersion. These findings shed important light on the role of team leadership in fostering effective collaboration and performance of geographically dispersed virtual teams. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Personnel Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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      – SubjectFull: International business enterprise employees
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      – SubjectFull: Industrial procurement
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      – SubjectFull: Teams
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