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首页> 外文期刊>The Leadership quarterly >Transformational leadership in context: Face-to-face and virtual teams
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Transformational leadership in context: Face-to-face and virtual teams

机译：变革型领导环境：面对面和虚拟团队

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摘要

This experimental study examined transformational leadership in the context of traditional teams using face-to-face communication and virtual teams using computer-mediated communication. Thirty-nine leaders led both face-to-face and virtual teams. Repeated-measures analyses revealed similar mean levels of transformational leadership in both team types; however, leader rank order varied across team type. Post hoc analyses revealed that the most effective leaders where those who increased their transformational leadership in virtual teams. Furthermore, analyses at the team level revealed that the effect of transformational leadership on team performance was stronger in virtual than in face-to-face teams. Team-member ratings of transformational leadership were equally linked to project satisfaction in face-to-face and virtual teams. Considered as a whole, our results suggest that transformational leadership has a stronger effect in teams that use only computer-mediated communication, and that leaders who increase their transformational leadership behaviors in such teams achieve higher levels of team performance.
机译：这项实验性研究考察了传统团队使用面对面交流和虚拟团队使用计算机介导交流的变革型领导能力。三十九名领导人领导了面对面和虚拟的团队。重复测量分析显示，在两种团队类型中，变革型领导的平均水平相似。但是，领导者的排名顺序因团队类型而异。事后分析显示，最有效的领导者是那些在虚拟团队中提高其转型领导力的人。此外，团队层面的分析表明，虚拟领导层的变革型领导对团队绩效的影响要强于面对面的团队。在面对面和虚拟团队中，变革型领导的团队成员评级与项目满意度同样相关。从整体上来看，我们的结果表明，变革型领导在仅使用计算机介导的沟通的团队中具有更强的作用，而在此类团队中提高其变革型领导行为的领导者则可以获得更高水平的团队绩效。

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