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Relationship building in virtual teams: A leadership behavioral complexity perspective

Jawadi, Nabila; Daassi, Mohamed; Favier, Marc; Kalika, Michel (2013), Relationship building in virtual teams: A leadership behavioral complexity perspective, Human Systems Management, 32, 3, p. 199-211. http://dx.doi.org/10.3233/HSM-130791

Type
Article accepté pour publication ou publié
Date
2013-07
Journal name
Human Systems Management
Volume
32
Number
3
Publisher
IOS Press
Pages
199-211
Publication identifier
http://dx.doi.org/10.3233/HSM-130791
Metadata
Show full item record
Author(s)
Jawadi, Nabila
Daassi, Mohamed
Favier, Marc
Kalika, Michel
Abstract (EN)
E-leadership has emerged in virtual team literature as an important determinant of relationship building. However, the way e-leaders develop high quality relationship between virtual team members is little understood. The purpose of this paper is to identify the key roles that enable virtual team leaders to build high-quality exchanges with their team members. We draw on the behavioral complexity theory to analyze the roles played by e-leaders, which help them to develop effective leader-member exchanges (LMX). We draw up a research model to explain how e-leaders build cooperative and collaborative relationships through social-related and work-related activities. We then test the research model using a large survey of 193 virtual team members. Our findings show that, except for internal process roles (coordination and monitoring), open systems roles, roles of rational pursuit of goals and human relation roles have a significant positive effect on LMX.
Subjects / Keywords
Virtual teams; behavioral complexity theory; LMX theory; e-leaders' roles
JEL
M12 - Personnel Management; Executives; Executive Compensation
M15 - IT Management
M54 - Labor Management

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