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Collaborating with Virtual strangers': Towards developing a framework for leadership in distributed teams

机译：与虚拟陌生人合作：致力于开发分布式团队领导力的框架

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摘要

The current study qualitatively explores emergent leadership themes within distributed teams in a large international Fortune 500 organization. Sixteen employees across different organizational sites were interviewed about experiences in both collocated and distributed teams. Previous research has typically highlighted how these teams fall on a continuum of virtuality, from purely face-to-face to entirely distributed, as well as emphasizing the importance of distributed team leaders using technology to create a virtual presence along this continuum. In addition, extant research emphasizes that leadership functions may need to vary depending on the geographic and temporal dispersion of the team. Consistent with traditional leadership theories, our findings suggest that distributed team leaders play an important role both in structuring group tasks and supporting socio-emotional group processes, and these functions vary by team distribution level. The idea that distributed teams are particularly conducive to more non-traditional forms of leadership also appeared as a consistent theme.
机译：当前的研究定性地探索了一家大型国际财富500强组织中分散团队中新兴的领导力主题。采访了不同组织地点的16名员工，了解在并置团队和分布式团队中的经验。以前的研究通常会突出显示这些团队如何从一个虚拟的连续性（从纯粹面对面到完全分布式）落入一个虚拟的连续性，并强调使用技术在此连续性上创建虚拟存在的分布式团队负责人的重要性。此外，现有研究强调，领导职能可能需要根据团队的地理和时间分布而变化。与传统的领导理论一致，我们的发现表明，分散的团队领导者在组织小组任务和支持社会情感小组过程中都扮演着重要角色，并且这些职能随团队分布水平而变化。分散的团队特别有利于非传统形式的领导的想法也一直是一致的主题。

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