Abstract
The increasing complexity, instability and ambiguity of global environment has created complex teams structures that make team leadership challenging. Geographic and cultural distance, fluctuating team membership, multi-team membership, and lack of formal authority over contributors makes engaging team members especially difficult for leaders. This study uses grounded theory to study these teams focusing on the practices leaders use to evoke work engagement in their team members. Using findings from the collection and analysis of 65 interviews and 28 days of ethnography, I extend of Kahn’s theory of psychological conditions of work engagement. More specifically the results from this research show that leaders use various practices that influence job meaningfulness, psychological safety and resource acquisition, the foundation of work engagement.
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