One challenge facing organizations using virtual teams is the inability to detect, identify, select, and develop emergent leaders working in the virtual team environment, which might increase the organizational risk of a shortage in leadership resources. The purpose of the qualitative, grounded theory research study was to define a theory about the emergent leader detection and identification process in a virtual team environment, using data systematically obtained and analyzed through the constant comparative method. Twenty-four virtual team members, virtual team leaders, and virtual team managers participated in semi-structured telephone interviews. The data analysis produced 74 themes and subthemes to provide a deeper understanding of the phenomena. Five common themes emerged to group 69 subthemes: responsibility, characteristics, constraints, facilitation, and outcomes. The theory provided information about the individuals responsible for the detection and identification of emergent leaders in a virtual team environment, characteristics useful to help detect and identify emergent leaders, areas of constraint in identification, areas facilitating identification, and risks and opportunities resulting from the organizational ability or inability to detect emergent leaders in a virtual team environment. Future research could provide support for the findings of this study by replicating the study using traditional teams, larger teams, or teams with more diverse backgrounds and compositions.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 75/03(E), Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Emergent leaders, Resource management, Virtual teams|
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