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Research Notea Model Of Conflict, Leadership, And Performance In Virtual Teams

机译：虚拟团队中的冲突，领导能力和绩效研究笔记模型

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Organizations in many different industries employ virtual teams in a variety of contexts, including research and development, customer support, software development, and product design. Many virtual teams are geographically and culturally dispersed in order to facilitate around-the-clock work and to allow the most qualified individuals to be assigned to a project team. As such dispersion increases, virtual teams tend to experience greater and more diverse conflict compared to co-located teams. Since the dynamics of virtual team leadership are not yet well understood, research that examines how team leaders alleviate threats to team cohesion and provide strategies for conflict resolution makes significant contributions to the literature. Our study uses a survey-based methodology to examine the perceptions of 159 virtual team members employed by a large U.S. telecommunications corporation and five Korean firms involved in construction, finance, business consulting, sales, and distribution. The study integrates the dynamic model of conflict in distributed teams with the behavioral complexity in leadership theory to investigate the roles that virtual team leaders must effectively employ to reduce various forms of virtual team conflict. Our findings indicate that communication technologies are effective in reducing task conflict; however, the team leader may also mitigate task conflict by assuming the role of monitor. Likewise, process conflict may be abated in the virtual team as the leader performs coordinator activities. An effective virtual team leader exhibits specific roles to manage different types of conflict and the leader's response to conflict plays an important part in virtual team success.
机译：许多不同行业的组织都在各种环境中使用虚拟团队，包括研发，客户支持，软件开发和产品设计。许多虚拟团队在地理位置和文化上分散，以方便全天候工作，并允许将最合格的人员分配给项目团队。随着这种分散性的增加，虚拟团队与同地团队相比，往往会遇到更大，更多样化的冲突。由于尚未充分了解虚拟团队领导的动态，因此研究团队领导如何减轻对团队凝聚力的威胁并提供解决冲突策略的研究为文献做出了重大贡献。我们的研究使用基于调查的方法，调查了一家大型美国电信公司和五家从事建筑，金融，业务咨询，销售和分销的韩国公司雇用的159名虚拟团队成员的看法。该研究将分布式团队冲突的动态模型与领导理论中的行为复杂性进行了集成，以研究虚拟团队领导者必须有效发挥的作用，以减少各种形式的虚拟团队冲突。我们的发现表明，通信技术可有效减少任务冲突。但是，团队负责人也可以通过担任监视者的角色来减轻任务冲突。同样，当领导者执行协调员活动时，虚拟团队中的过程冲突可能会减轻。一个有效的虚拟团队领导者将发挥特定的作用来管理不同类型的冲突，并且领导者对冲突的响应在虚拟团队成功中扮演着重要的角色。

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