E-leadership styles for global virtual teams

Petros Chamakiotis, N Panteli

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

With time, an increasing number of organizations deploy global virtual teams (GVTs) in an effort to respond to the demands and the competitive nature of the global business arena. Leadership, a factor that is arguably central to the successful functioning of collocated teams, is much altered in view of the virtual backdrop, and thus, management practices, when referring to GVTs’ operation and effectiveness, have to be re-addressed. This chapter explores the contribution of a leader-coordinator in GVTs and – by drawing upon interviews with staff that participate in intra-organizational virtual teams of an eminent global operator – it discusses leadership approaches suitable for those teams. In addition, this chapter attempts to unveil and discuss the personal values that drive ordinary virtual actors to emergently lead their teams. Ultimately, the chapter suggests e-leadership styles which could be of foremost value to current and future virtual teams and virtual organizations.
Original languageEnglish
Title of host publicationLeadership in the Digital Enterprise
Subtitle of host publicationIssues and Challenges
EditorsPak Yoong
Place of PublicationHershey, U. S. A.
PublisherIGI Global
Pages143-161
Number of pages19
ISBN (Print)9781605669588
DOIs
Publication statusPublished - 2010

Fingerprint Dive into the research topics of 'E-leadership styles for global virtual teams'. Together they form a unique fingerprint.

  • Cite this

    Chamakiotis, P., & Panteli, N. (2010). E-leadership styles for global virtual teams. In P. Yoong (Ed.), Leadership in the Digital Enterprise: Issues and Challenges (pp. 143-161). IGI Global. https://doi.org/10.4018/978-1-60566-958-8.ch011