Abstract
The literature on distributed work has recognized the importance of enhancing our understanding of how leadership processes change in globally distributed teams (GDTs), and of the interplay between leadership processes and the use of collaborative technologies. However, we still find limited, and sometimes contradictory, empirical evidence on the topic. Following the theoretical framework of e-leadership, the aim of this paper is to explore how emergent and formal leadership processes co-evolve with the use of collaborative technologies in GDTs and their influence on team performance. We conducted a multiple case study in five GDTs engaged in scientific collaborations. Our analysis suggests that the attainment of consistency between leadership processes and technology use is related to better knowledge integration, which is an important antecedent of overall team performance.
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