Indian Journal of Industrial Relations: Economics & Social Dev.

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Engaging Virtual Teams: Do Leadership & Trust Matter?


Affiliations
1 PhD scholar with School of Business Management, Narsee Monjee Institute of Management Studies, Mumbai., India
2 Professor & Associate Dean with the same School of Business Management, Navi Mumbai Campus
     

   Subscribe/Renew Journal


Based on the theoretical framework on transformational leadership style, this study examined the impact of leadership on engaging employees working in virtual teams. It has also investigated trust as a mediator between leadership and engagement . The sample involved 305 participants working in a virtual team across eight industrial sectors. Data was collected using a questionnaire and was analyzed using Partial Least Squares Structural Equation Modelling (PLSSEM). The result s confi rmed that leaderships idealized influence impacts employee engagement in virtual teams; however, leadership’s inspirational motivation does not directly impact employee engagement. The results also confirmed that trust partially mediates the relationship between leadership influence and employee engagement and fully mediates relationship between leadership motivation and employee engagement.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Allen, R. (2005), Leadership and Motivation of Virtual Teams, Unpublished Doctoral Dissertation, Northcentral University, Minneapolis, USA.

  • Andres, H. P. (2002), “A Comparison of Facetoface and Virtual Software Development Teams”. Team Performance Management , 8 (1/2): 39-48.

  • Aryee, S. B. (2002), “Trust as a Mediator of the Relationship Between Organizational Justice and Work Outcomes: Test of a Social Exchange Model”, Journal of Organizational Behavior, 23 (3): 267-85.

  • Avolio, B. J. (1995), MLQ Multifactor Leadership Questionnaire, Redwood City: CA: Mindgarden.

  • Bass, B. (1985), Leadership and Performance Beyond Expectations, (2nd ed.), New York: Free Press.

  • Baver, C. (2002), A Longitudinal Evaluation of the Impact of Organization Structure on Role Ambiguity & Work Group Performance, Unpublished Doctoral Dissertation, University of Sarasota, Florida.

  • Bell, B. S. & Kozlowski, S. J. (2002), “A Typology of Virtual Teams: Implications for Effective Leadership”, Group & Organization Management , 27 (1): 14-49.

  • Biswas, S. (2009), “Organizational Culture and Transformational Leadership as Predictors of Employee Performance”, Indian Journal of Industrial Relations , 44 (4): 611-27.

  • Cascio, W. (2000), “Managing a Virtual Workplace”, The Academy of Management Executive , 14 (3): 81-90.

  • Childres, W. (2009),Transformational Leadership and Its Relationship to Trust and Behavioral Integrity, Saybrook Graduate School and Research Center, California.

  • Clouner, C. (2018), Leadership in Healthcare & Public Health (1st ed.), OpenSource: Pressbooks.

  • Craig, J. (2017), Meeting the Ethical Challenges of Leadership: Casting Light or Shadow (6th ed.), Sage Publications, Newberg.

  • D’Souza, G. & Colarelli, S. (2010), Team Member Selection Decisions for Virtual versus Face-to-face Teams”, Computers in Human Behavior , 26 (1): 630-35.

  • Day, D., Zaccaro, S. & Halpin, S. (2004), Leader Development for Transforming Organizations: Growing Leaders for Tomorrow (3rd ed.), Lawrence Erlbaum Associates, Inc., Abingdon.

  • Dirks, K. & Ferrin, D. (2002), “Trust in Leadership: Meta-analytic Findings and Implications for Research and Practice”, Journal of Applied Psychology , 87 (4): 21-40.

  • Duarte, D. & Synder, N. (1999), Mastering Virtual Teams (3rd ed.), CA: Jossey - Bass, San Francisco.

  • Farndale, E. H. H. (2011), “High Commitment Performance Management: The Roles of Justice and Trust”, Personnel Review , 40 (1): 5-23.

  • Figueroa, J. (2011), Manager’s Leadership Styles and Employee Engagement: Quantifying Manager’s Influence, Dissertation, Capella University, San Francisco.

  • Hackman, J. & Oldham, G. (1980), Work Redesign (1st ed.), MA: Addison-Wesley, Cambridge.

  • Hair, J. & Ringle, C. (2015), A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM) (2nd ed.), Sage Publication, California.

  • Harvard Business Review (2019). Retrieved from https://www.extension.harvard.edu/professionaldevelopment/blog/challenges-managingvirtual-teams-and-how-overcome-them

  • Holton, J. A. (2001), “Building Trust and Collaboration in a Virtual Team”, Team Performance Management , 7 (3/4): 36-47.

  • Jarvenpaa, S. L. & Leidner, D. E. (1999), “Communication and Trust in Global Virtual”, Organization Science , 10 (6): 791-815.

  • Jarvenpaa, S. L., Knoll, K. & Leidner, D. E. (1998), “Is Anybody Out There? Antecedents of Trust in Global Virtual Teams”, Journal of Management Information Systems , 14 (4): 29.

  • Jenster, N. (2010), Leadership Impact on Motivation, Cohesiveness and Effectiveness in Virtual Teams: AFIRO Perspective, Unpublished Doctoral Dissertation, Grenoble Ecole de Management,Grenoble.

  • Joshi, A., Lazarova, M. & Liao, H. (2009), “Getting Everyone on Board: The Role of Inspirational Leadership in Geographically Dispersed Teams”, Organization Science , 20 (1): 240-52.

  • Kahn, W. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, 33 (4): 692-724.

  • Kanawattanachai, P. & Yoo, Y. (2002), “Dynamic Nature of Trust in Virtual Teams”, Journal of Strategic Information Systems , 11 (1): 187-213.

  • Kirkman, B. & Rosen, B. (1999), “Beyond Selfmanagement: The Antecedents and Consequences of Team Empowerment”, Academy of Management Journal , 42 (1): 58-74.

  • Klendauer, R. A. (2009), “Organizational Justice and Managerial Commitment in Corporate Mergers”, Journal of Managerial Psychology , 24 (1): 29-45.

  • Kock, N. (2015), “Common Method Bias in PLS SEM: A Full Collinearity Assessment Approach”, International Journal of e-collaboration , 11 (4): 7.

  • Kumar, A. & Israel, D. (2012), “Authentic Leadership and Work Engagement”, Indian Journal of Industrial Relations , 47 (3): 498510.

  • Leidner, S. L. & Jarvenpaa, D. E. (1999), “Communication and Trust in Global Virtual Teams”, Organization Science , 10 (6): 791815.

  • Macey, H. M. & Schneider, B. (2008), “The Meaning of Employee Engagement”, Industrial and Organizational Psychology , 1(1):30.

  • Maslach, C. & Leiter, M. (2008), “Early Predictors of Job Burnout and Engagement”, Journal of Applied Psychology , 93 (3): 498512.

  • McAllister, D. (1995), “Affect-and Cognitionbased Trust as Foundations for Interpersonal Cooperation in Organizations”, Academy of Management Journal , 38 (1): 2459.

  • McKnight, D. H. (1998), “Initial Trust Formation in New Organizational Relationships”, Academy of Management Review, 23(3): 473-90.

  • Meyerson, D. W. (1996), “Swift Trust and Temporary Groups”, in R. Kramer & T. Tyler (Eds.), Trust in Organizations: Frontiers of Theory & Research, SAGE Publication, California.

  • Moore, T. (2008), Virtual Team Member Motivation in New Product Development: An Investigation into the Influence of Leadership Behaviors, Capella University, Minneapolis.

  • Thesis: Mulik, S., Srivastava, M. & Yajnik, N. (2020), “Flow Experience and MOOC Acceptance: Mediating Role of MOOC Satisfaction”, NMIMS Management Review , 36 (2):2644.

  • Neufeld, D. & Fang, Y. (2010), “Remote Leadership, Communication Effectiveness and Leader Performance”, Group Decision & Negotiation , 19 (3): 227-46.

  • Nydegger, R. & Nydegger, L. (2010), “Challenges in Managing Virtual Teams”, Journal of Business & Economics Research , 8(3):69

  • Pati, S. (2012), “Development of a Measure of Employee Engagement”, Indian Journal of Industrial Relations , 48 (1): 94-104.

  • Robbins, S. P. (2013), Organizational Behavior (13 ed.), Pearson Education, Inc., New Jersey

  • Schaufeli, W., Martinez, I., Pinto, A., Salanova, M. & Bakker, A. (2002), “Burnout and Engagement in University Students: a Cross-national Study”, Journal of Cross-Cultural Psychology , 33 (5): 464-81.

  • Schmidt, F. L., Harter, J. K. & Hayes, T. L. (2004), “Business-unit-level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-analysis”, Journal of Applied Psychology, 87 (2): 268-79.

  • Srivastava, M. & Sinha, A. K. (2009), “Relationship Between Organizational Support and Managerial Effectiveness: An Exploration”, Management and Labor Studies , 34 (4):537-55.

  • Srivastava, M. & Vyas, R. (2015), “Empowering Leadership: A Study of Team Leaders and Team Members”, The Indian Journal of Industrial Relations , 50 (4): 696-712.

  • Vance, R. (2008), Effective Practice Guidelines - Empoyee Engagement & Commitment, SHRM Foundation, Alexandaria.

  • Wang, D. S. (2013), “The Effect of Authentic Leadership on Employee Trust and Employee Engagement”, Social Behavior and Personality: an International Journal, 41(4): 613-24.

  • Yukl, G. G. & Taber, T. (2002), “A Hierarchical Taxonomy of Leadership Behavior: Integrating a Half Century of Behavior Research”, Journal of Leadership & Organizational Studies , 9 (1): 15-32.

  • Zaccaro, S. & Bader, P. (2003), “E-Leadership and The Challenges of Leading E-teams”, Organizational Dynamics , 31 (4): 377-87.


Abstract Views: 110

PDF Views: 0




  • Engaging Virtual Teams: Do Leadership & Trust Matter?

Abstract Views: 110  |  PDF Views: 0

Authors

Prapti Mutha
PhD scholar with School of Business Management, Narsee Monjee Institute of Management Studies, Mumbai., India
Manjari Srivastava
Professor & Associate Dean with the same School of Business Management, Navi Mumbai Campus

Abstract


Based on the theoretical framework on transformational leadership style, this study examined the impact of leadership on engaging employees working in virtual teams. It has also investigated trust as a mediator between leadership and engagement . The sample involved 305 participants working in a virtual team across eight industrial sectors. Data was collected using a questionnaire and was analyzed using Partial Least Squares Structural Equation Modelling (PLSSEM). The result s confi rmed that leaderships idealized influence impacts employee engagement in virtual teams; however, leadership’s inspirational motivation does not directly impact employee engagement. The results also confirmed that trust partially mediates the relationship between leadership influence and employee engagement and fully mediates relationship between leadership motivation and employee engagement.

References