Welcome to the InfoSci Platform
Reference Hub1
Building Collective Awareness in Virtual Teams: The Effect of Leadership Behavioral Style

Building Collective Awareness in Virtual Teams: The Effect of Leadership Behavioral Style

Mohamed Daassi, Nabila Jawadi, Marc Favier, Michel Kalika
Copyright: © 2010 |Pages: 13
ISBN13: 9781605669588|ISBN10: 160566958X|ISBN13 Softcover: 9781616924560|EISBN13: 9781605669595
DOI: 10.4018/978-1-60566-958-8.ch008
Cite Chapter Cite Chapter

MLA

Daassi, Mohamed, et al. "Building Collective Awareness in Virtual Teams: The Effect of Leadership Behavioral Style." Leadership in the Digital Enterprise: Issues and Challenges, edited by Pak Yoong, IGI Global, 2010, pp. 105-117. https://doi.org/10.4018/978-1-60566-958-8.ch008

APA

Daassi, M., Jawadi, N., Favier, M., & Kalika, M. (2010). Building Collective Awareness in Virtual Teams: The Effect of Leadership Behavioral Style. In P. Yoong (Ed.), Leadership in the Digital Enterprise: Issues and Challenges (pp. 105-117). IGI Global. https://doi.org/10.4018/978-1-60566-958-8.ch008

Chicago

Daassi, Mohamed, et al. "Building Collective Awareness in Virtual Teams: The Effect of Leadership Behavioral Style." In Leadership in the Digital Enterprise: Issues and Challenges, edited by Pak Yoong, 105-117. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-958-8.ch008

Export Reference

Mendeley
Favorite

Abstract

This chapter investigates the role of e-leaders in building and maintaining collective awareness within virtual teams. The authors examine the effects of behavioral leadership orientation on collective awareness building. The study explores the bi-dimensional structure of both collective awareness and leader behavior orientation. According to this conceptualization, activity-awareness is linked to task-oriented behaviors of e-leaders. Activities related to goal clarification, coordination and work monitoring are expected to provide more visibility regarding team members’ actions and their contribution to work completion. At the same time, social awareness is developed through the e-leaders’ relation-oriented behaviors. The development of aspects related to interpersonal relationships such as trust, cohesion, and conflict management reduce uncertainty regarding the behavior of team members. Interviews conducted with 12 members of two virtual teams confirm the authors’ theoretical development and emphasize information management as a key managerial practice for e-leaders to build collective awareness.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.