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Far but close: how leaders can strengthen social identification with virtual teams.

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Title: Far but close: how leaders can strengthen social identification with virtual teams.
Authors: Wilbert, Jana B., Wesche, Jenny S., Handke, Lisa, Kerschreiter, Rudolf
Source: Behaviour & Information Technology. Oct2024, Vol. 43 Issue 13, p3192-3208. 17p.
Subjects: Management styles, Teams in the workplace, Group identity, Qualitative research, T-test (Statistics), Interprofessional relations, Self-efficacy, Occupational achievement, Interviewing, Work environment, Team building, Descriptive statistics, Information technology, Attitude (Psychology), Sound recordings, Thematic analysis, Motivation (Psychology), Research methodology, Social skills, Telecommuting, Interpersonal relations
Abstract: As modern work is increasingly characterised by virtual collaboration, leaders have to coordinate teams across multiple work sites. One way to align dispersed team members towards collective goals is to strengthen their identification with the team. However, little is known about how to strengthen identification in virtual teams that do not share a physical environment. We conducted interviews based on the critical incident technique with 26 virtual leaders and 20 virtual team members. Qualitative content analysis revealed six categories of leader behaviour: 1) define the team, 2) strengthen team interdependence, 3) emphasise the team as a whole, 4) empower the team, 5) recognise team effort, and 6) stimulate informal team exchange. By mapping previous research and our findings onto a tridimensional model of social identification, we highlight both, behaviour similar to face-to-face leader behaviour and behaviour unique to the virtual context, and provide concrete behaviours for leadership practice and intervention studies. [ABSTRACT FROM AUTHOR]
Copyright of Behaviour & Information Technology is the property of Taylor & Francis Ltd 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: Far but close: how leaders can strengthen social identification with virtual teams.
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  Data: As modern work is increasingly characterised by virtual collaboration, leaders have to coordinate teams across multiple work sites. One way to align dispersed team members towards collective goals is to strengthen their identification with the team. However, little is known about how to strengthen identification in virtual teams that do not share a physical environment. We conducted interviews based on the critical incident technique with 26 virtual leaders and 20 virtual team members. Qualitative content analysis revealed six categories of leader behaviour: 1) define the team, 2) strengthen team interdependence, 3) emphasise the team as a whole, 4) empower the team, 5) recognise team effort, and 6) stimulate informal team exchange. By mapping previous research and our findings onto a tridimensional model of social identification, we highlight both, behaviour similar to face-to-face leader behaviour and behaviour unique to the virtual context, and provide concrete behaviours for leadership practice and intervention studies. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Behaviour & Information Technology is the property of Taylor & Francis Ltd 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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RecordInfo BibRecord:
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      – Type: doi
        Value: 10.1080/0144929X.2023.2272202
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      – Code: eng
        Text: English
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      Pagination:
        PageCount: 17
        StartPage: 3192
    Subjects:
      – SubjectFull: Management styles
        Type: general
      – SubjectFull: Teams in the workplace
        Type: general
      – SubjectFull: Group identity
        Type: general
      – SubjectFull: Qualitative research
        Type: general
      – SubjectFull: T-test (Statistics)
        Type: general
      – SubjectFull: Interprofessional relations
        Type: general
      – SubjectFull: Self-efficacy
        Type: general
      – SubjectFull: Occupational achievement
        Type: general
      – SubjectFull: Interviewing
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      – SubjectFull: Work environment
        Type: general
      – SubjectFull: Team building
        Type: general
      – SubjectFull: Descriptive statistics
        Type: general
      – SubjectFull: Information technology
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      – SubjectFull: Attitude (Psychology)
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      – SubjectFull: Sound recordings
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      – SubjectFull: Thematic analysis
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      – SubjectFull: Motivation (Psychology)
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      – SubjectFull: Social skills
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      – SubjectFull: Telecommuting
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      – SubjectFull: Interpersonal relations
        Type: general
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      – TitleFull: Far but close: how leaders can strengthen social identification with virtual teams.
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              Text: Oct2024
              Type: published
              Y: 2024
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