Team personality composition, emergent leadership and shared leadership in virtual teams: A theoretical framework

被引：98

作者：

Hoch, Julia E. ^{[1
]}

Dulebohn, James H. ^{[2
]}

机构：

[1] Calif State Univ Northridge, Nazarian Coll Business, 18111 Nordhoff St Juniper Hall, Northridge, CA 91330 USA

[2] Michigan State Univ, Sch Human Resources & Labor Relat, 368 Farm Lane, E Lansing, MI 48824 USA

来源：

HUMAN RESOURCE MANAGEMENT REVIEW | 2017年 / 27卷 / 04期

关键词：

Virtual teams; Emergent leadership; Shared leadership; Big Five; HUMAN-RESOURCE MANAGEMENT; JOB-PERFORMANCE; COGNITIVE-ABILITY; 5-FACTOR MODEL; TRANSFORMATIONAL LEADERSHIP; TRANSACTIONAL LEADERSHIP; INDIVIDUAL-DIFFERENCES; GEOGRAPHIC DISPERSION; INFORMAL LEADERSHIP; DISTRIBUTED TEAMS;

D O I：

10.1016/j.hrmr.2016.12.012

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Limited theory and research has been devoted to the role of team personality composition, as well as emergent and shared leadership, in virtual teams. In an effort to provide a theoretical basis for the role of team personality composition, as well as emergent and shared leadership, in virtual teams, we propose a virtual team framework that portrays the team personality composition as predictors of emergent and shared leadership. These in turn are expected to impact virtual team performance. We further posit that the relationships between team personality composition and virtual team performance are indirect, through emergent leadership and shared leadership. Finally, we present team virtuality as a moderator between team composition and team processes. Suggestions for future research and implications for the management of virtual teams are presented. (C) 2017 Elsevier Inc. All rights reserved.

引用

页码：678 / 693

页数：16

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