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Fault Lines in Virtual Team Leadership and Team Performance in Undergraduate Virtual Team Short-Term Projects

Fault Lines in Virtual Team Leadership and Team Performance in Undergraduate Virtual Team Short-Term Projects

Christian Graham, Harold Daniel
Copyright: © 2021 |Volume: 17 |Issue: 1 |Pages: 14
ISSN: 1548-3673|EISSN: 1548-3681|EISBN13: 9781799858928|DOI: 10.4018/IJeC.2021010101
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MLA

Graham, Christian, and Harold Daniel. "Fault Lines in Virtual Team Leadership and Team Performance in Undergraduate Virtual Team Short-Term Projects." IJEC vol.17, no.1 2021: pp.1-14. http://doi.org/10.4018/IJeC.2021010101

APA

Graham, C. & Daniel, H. (2021). Fault Lines in Virtual Team Leadership and Team Performance in Undergraduate Virtual Team Short-Term Projects. International Journal of e-Collaboration (IJeC), 17(1), 1-14. http://doi.org/10.4018/IJeC.2021010101

Chicago

Graham, Christian, and Harold Daniel. "Fault Lines in Virtual Team Leadership and Team Performance in Undergraduate Virtual Team Short-Term Projects," International Journal of e-Collaboration (IJeC) 17, no.1: 1-14. http://doi.org/10.4018/IJeC.2021010101

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Abstract

This article provides a literature review on virtual team leaderships impact on project quality, team effectiveness, and team commitment to short-term projects. The authors summarize several negative findings related to virtual teams and posit that these negative outcomes contribute to the negative impact of organisational fault lines. The article concludes by exploring a theoretical model on the relationship between fault lines in virtual teams and team performance. The authors specifically propose that transformational leadership in virtual teams will positively moderate this relationship.

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