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Leadership Constraints: Leading Global Virtual Teams Through Environmental Complexity

Leadership Constraints: Leading Global Virtual Teams Through Environmental Complexity

Leslie C. Tworoger, Cynthia P. Ruppel, Baiyun Gong, Randolph A. Pohlman
Copyright: © 2013 |Volume: 9 |Issue: 2 |Pages: 27
ISSN: 1548-3673|EISSN: 1548-3681|EISBN13: 9781466633148|DOI: 10.4018/jec.2013040102
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MLA

Tworoger, Leslie C., et al. "Leadership Constraints: Leading Global Virtual Teams Through Environmental Complexity." IJEC vol.9, no.2 2013: pp.34-60. http://doi.org/10.4018/jec.2013040102

APA

Tworoger, L. C., Ruppel, C. P., Gong, B., & Pohlman, R. A. (2013). Leadership Constraints: Leading Global Virtual Teams Through Environmental Complexity. International Journal of e-Collaboration (IJeC), 9(2), 34-60. http://doi.org/10.4018/jec.2013040102

Chicago

Tworoger, Leslie C., et al. "Leadership Constraints: Leading Global Virtual Teams Through Environmental Complexity," International Journal of e-Collaboration (IJeC) 9, no.2: 34-60. http://doi.org/10.4018/jec.2013040102

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Abstract

This research focused on the question: What leadership constraints contribute to the complexity of the working environment faced by global virtual team leaders and how do those leadership constraints impact the behavior of leaders when they are trying to meet team member expectations? This qualitative study of a high performing team within a multinational corporation (MNC) identified four constraints facing leaders: virtuality, globalization, the domestic workplace, and the matrix organizational structure. These constraints and their interactions contributed to the complexity that leaders faced when attempting to influence followers. While work/life roles have changed dramatically for leaders, team member expectations remain rooted in the past.

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