Abstract
Inherent in the focal article of Lord and Dinh (2014) is the idea that for leadership context matters. Who is seen as a leader, how effective a leader is perceived to be, and how effective a leader actually is are all questions whose answers vary by the context in which leadership is taking place. One context that has become particularly vital is that of the virtual team, a team that has members who potentially span different organizations, time zones, geographic locations, and cultures with technology enabling communication and coordination between members (Huang, Kahai, & Jestice, 2010). Virtuality is a related concept, which is the degree to which a team exhibits those characteristics (Gibson & Gibbs, 2006). A study by MCIWorldcom (2001) found that for companies with 500 or more employees, 61% of employees reporting having been on a virtual team now or at some time in the past. A study in 2008, meanwhile, projected an 80% usage of virtual teams by companies with over 10,000 employees (i4cp, 2008). Virtual teams are a major part of how work is done in the world.
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