Sharing leadership and team process in virtual teams

Open Access
Bains, Priya
Graduate Program:
Doctor of Philosophy
Document Type:
Date of Defense:
October 25, 2013
Committee Members:
  • James Lewis Farr, Dissertation Advisor
  • James Lewis Farr, Committee Chair
  • Susan Mohammed, Committee Member
  • Michael David Mcneese, Committee Member
  • Sam Hunter, Committee Member
  • Virtual teams
  • team process
  • virtual leadership
  • emergent states
  • virtual team effectiveness.
This study examined the idea that virtual team leaders may be able to reduce their repertoire of behaviors by focusing on those behaviors that allow them to create the most impact and distributing the remaining leadership roles to their teams. This research investigated the impact of both leadership roles from Quinn’s (1988) model of leadership and team processes from Marks, Mathieu, and Zaccaro’s (2001) taxonomy of team behavior on team emergent states (i.e., empowerment, psychological safety, potency, and shared understanding) and effectiveness. Specifically, it examined whether external leadership roles (i.e., innovator, broker, director, and producer) have a stronger positive impact on team processes and outcomes than internal leadership roles (i.e., monitor, coordinator, mentor, and facilitator) and whether action processes and interpersonal processes account for more variance than internal leadership in emergent states and team effectiveness.