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A Work Roles and Leadership Functions of Managers in Virtual Teams

A Work Roles and Leadership Functions of Managers in Virtual Teams

Udo Konradt, Julia E. Hoch
Copyright: © 2007 |Volume: 3 |Issue: 2 |Pages: 20
ISSN: 1548-3673|EISSN: 1548-3681|ISSN: 1548-3673|EISBN13: 9781615205752|EISSN: 1548-3681|DOI: 10.4018/jec.2007040102
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MLA

Konradt, Udo, and Julia E. Hoch. "A Work Roles and Leadership Functions of Managers in Virtual Teams." IJEC vol.3, no.2 2007: pp.16-35. http://doi.org/10.4018/jec.2007040102

APA

Konradt, U. & Hoch, J. E. (2007). A Work Roles and Leadership Functions of Managers in Virtual Teams. International Journal of e-Collaboration (IJeC), 3(2), 16-35. http://doi.org/10.4018/jec.2007040102

Chicago

Konradt, Udo, and Julia E. Hoch. "A Work Roles and Leadership Functions of Managers in Virtual Teams," International Journal of e-Collaboration (IJeC) 3, no.2: 16-35. http://doi.org/10.4018/jec.2007040102

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Abstract

This study examined the perceived importance of line managers and middle managers in virtual teams of what work roles and leadership functions are necessary to promote virtual team success and performance. Using Quinn’s (1988) competing values frame-work it was found that control-related roles of directors and producers were perceived to be most important. With years in a leading position, the repertoire of leadership roles needed to successfully lead virtual teams declined. Additionally, middle managers compared to line managers perceived people oriented leadership functions (i.e., mentor and facilitator roles) and flexibility-related work roles (i.e., innovator and mentor roles) as more important whereas line managers compared to middle managers perceived stability leadership functions (i.e., monitor and coordinator roles) as more important. Theoretical and methodological implications are discussed.

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