Virtual teams: Examining leadership intervention and the perception of virtual team performance

by Davis, Jamillah K., Ph.D., CAPELLA UNIVERSITY, 2012, 116 pages; 3524083


Currently, there is a growing interest and need in the investigation of virtual leaders' leadership intervention techniques necessary to improve the overall perception of virtual team performance. This concept is being pursued with the purpose of finding solutions to problems brought by the inefficiency of virtual teams as a result of limited intervention of its virtual leader. The objective of this study is to determine the relationship between virtual team members' performance and the virtual team leader's level of intervention through communication with the team. The research methodology involves a quantitative, non-experimental ex post facto design to examine correlation between variables. Three hypotheses were formulated which included investigating the three components of virtual team members' performance of communication effectiveness, communication satisfaction, and role clarity. The hypotheses were further subjected to empirical tests based on survey results from the adapted version of The Leadership Survey developed by Kayworth and Leidner (2002). A 5-point Likert scale was used in the questionnaire using. The questionnaire was completed by 51 participants composing of individuals who were previously or currently part of a virtual team from Northern America. Pearson Correlation tests were performed to test the hypotheses determining what relationship exists between the virtual team's perceptions of leadership involvement with regard and the three components of virtual team performance. The study showed that virtual team leaders have high involvement through communication and these team members perceived that they have good performance. Findings from the analysis showed that there is a significant association between virtual leader involvement and communication effectiveness, virtual leader involvement and communication satisfaction, virtual leader involvement and role clarity, and virtual leader involvement and perception of overall virtual team performance. The degree and strength of the correlation of the three virtual team members' performance components with virtual leader involvement were all strong and positive. Furthermore, findings of this study revealed that a positive perception of virtual team leaders' intervention through communication was related to higher performance for the virtual team while a negative perception of virtual team leaders' intervention through communication was related to lower performance for the virtual team.

AdviserGregory C. McLaughlin
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3524083

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