This paper analyzes previous empirical investigations on leadership style in virtual team context. Inconsistencies were found in the prior studies: oversimplified comparison of transformational and transactional leadership and treating the two leadership styles as polar constructs. To overcome these drawbacks, approaching transformational and transactional behavior combinations at behavior component level is suggested. Also, specific propositions are raised about the effects of leadership behavior combinations under three important yet ignored contextual factors: media richness of communication technology, goal-frustrating events and leader-follower gender. This paper provides useful guidance for future virtual team leadership research as well as for organizations interested in developing virtual team leadership.
|Original language||English (US)|
|Number of pages||1|
|Journal||Proceedings of the Annual Hawaii International Conference on System Sciences|
|State||Published - Nov 10 2005|
|Event||38th Annual Hawaii International Conference on System Sciences - Big Island, HI, United States|
Duration: Jan 3 2005 → Jan 6 2005
All Science Journal Classification (ASJC) codes