Building Collective Awareness in Virtual Teams: The Effect of Leadership Behavioral Style
Daassi, Mohamed; Jawadi, Nabila; Favier, Marc; Kalika, Michel (2009), Building Collective Awareness in Virtual Teams: The Effect of Leadership Behavioral Style, in Yoong, Pak, Leadership in the digital enterprise : issues and challenges, Business Science Reference : Hershey, Pa., p. 105-117. http://dx.doi.org/10.4018/978-1-60566-958-8.ch008
Type
Chapitre d'ouvrageDate
2009Book title
Leadership in the digital enterprise : issues and challengesBook author
Yoong, PakPublisher
Business Science Reference
Published in
Hershey, Pa.
ISBN
978-1-60566-958-8
Number of pages
322Pages
105-117
Publication identifier
Metadata
Show full item recordAbstract (EN)
This chapter investigates the role of e-leaders in building and maintaining collective awareness within virtual teams. The authors examine the effects of behavioral leadership orientation on collective awareness building. The study explores the bi-dimensional structure of both collective awareness and leader behavior orientation. According to this conceptualization, activity-awareness is linked to task-oriented behaviors of e-leaders. Activities related to goal clarification, coordination and work monitoring are expected to provide more visibility regarding team members’ actions and their contribution to work completion. At the same time, social awareness is developed through the e-leaders’ relation-oriented behaviors. The development of aspects related to interpersonal relationships such as trust, cohesion, and conflict management reduce uncertainty regarding the behavior of team members. Interviews conducted with 12 members of two virtual teams confirm the authors’ theoretical development and emphasize information management as a key managerial practice for e-leaders to build collective awareness.Subjects / Keywords
Virtual teams; E-leaders; Collective Awareness; Leadership; Behavioral style; Relations industrielles; Groupes de travail virtuelsRelated items
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