Virtual Leadership Research Articles

Interplay of paradoxical virtual leadership and psychological contract violation – impact on organizational citizenship behavior

PurposeThe daunting task of managing knowledge workers virtually has not always yielded positive results. This empirical work discusses the impact of Virtual Leadership on Organizational Citizenship Behavior. The study investigated how Psychological Contract Violation moderates the relationship between Virtual Leadership and Organizational Citizenship Behavior.Design/methodology/approachData was collected from 392 IT engineers working in software companies in India. The cross-sectional data was analyzed using Warp-PLS software, IBM SPSS and IBM Amos.FindingsThe results support the proposition that virtual leadership is negatively associated with Organizational citizenship behavior, at sub-dimension levels except obedience. The moderating role of psychological contract violation is also established by the results.Practical implicationsVirtual leaders should demonstrate collaborative behaviors to generate organizational citizenship behavior among team members. Leaders should be imparted training to enable them to adapt themselves to virtual environment. This study highlights the paradoxical nature of virtual leadership and opens the possibilities for future research.Originality/valueThe study is one of the first to report a negative association between Virtual leadership and Organization citizenship behavior. There is uniqueness in the use of the “Contingency theory of leadership” to explain the difficulties faced while managing a virtual team.

Virtual Leadership and Team Cohesion: Communication Quality as a Mediator and Team Diversity as a Moderator

Virtual Leadership and Team Cohesion: Communication Quality as a Mediator and Team Diversity as a Moderator

Virtuelle Führung in Krisenzeiten

ZusammenfassungHintergrund und ZielstellungDie COVID-19-Pandemie führte zu erheblichen Veränderungen an Büroarbeitsplätzen. Bislang bestehen nur wenige Studien zu den Auswirkungen der pandemiebedingten Einführung von digitaler, remote Zusammenarbeit auf Führungskräfte. Das Ziel dieser Studie ist es, zu untersuchen, welche Veränderungen und welche Unterstützung Führungskräfte während der COVID-19-Pandemie erlebt haben.MethodenIn dieser qualitativen Interviewstudie wurden 16 Führungskräfte mittels halbstrukturierter, leitfadengestützter Telefoninterviews von Mai bis Juli 2021 zu ihren Erfahrungen während der COVID-19-Pandemie befragt. Die erhobenen Daten wurden transkribiert, anonymisiert und induktiv anhand der Qualitativen Inhaltsanalyse nach Mayring ausgewertet.ErgebnisseDie Führungskräfte berichteten zum einen von arbeitsorganisatorischen Veränderungen ihrer individuellen Arbeitsbedingungen und erhöhten Führungsanforderungen. Zum anderen beschrieben sie sowohl negative als auch positive Veränderungen in der inhaltlichen Zusammenarbeit, wie z. B. Herausforderungen in der digitalen Kommunikation, der Einarbeitung neuer Teammitglieder, aber auch eine Verbesserung der sozialen Beziehungen im Team. Unterstützung erlebten die Führungskräfte durch z. B. flexible Arbeitsbedingungen, Bereitstellung struktureller Angebote, adäquate technische Ausstattung, Unterstützung durch die Unternehmensleitung oder Kolleg:innen.DiskussionIn Anbetracht der Relevanz von Führungskräften in Transformationsprozessen und den an sie gestellten hohen Arbeits- und Führungsanforderungen ist die Sicherstellung bedarfsorientierter Unterstützung von Seiten der Organisation von besonderer Bedeutung. Um den Herausforderungen in Krisenzeiten wie der COVID-19-Pandemie begegnen zu können, sollten Organisationen ihren Führungskräften verhaltens- und verhältnispräventive Maßnahmen anbieten.

Virtual leadership program for adolescents with muscular dystrophy: a process evaluation

ABSTRACT Children with muscular dystrophy go through the challenge of moving into adolescence compounded with the challenge of living with a debilitating muscle disease. This paper describes the process evaluation of a group leadership program for adolescents with muscular dystrophy. A five-day online program was conducted for 14 participants, 12 males, and 2 females, between 13 and 18 years, beneficiaries of Mobility in Dystrophy (MIND) trust, Kerala, India. The sessions, which lasted around one and a half hours each, focused on self-discovery through a participatory strength-based approach. The participants’ feedback was thematically analyzed. The process evaluation parameters, fidelity, dose delivered and received, reach, and context were found to be effective. The 100% attendance of the participants and their perceived improvement in self-confidence, self-awareness, friends circle, skills-set, and leadership were identified as positive outcomes. Psychosocial intervention programs through the online platform, with structured follow-ups for adolescents with life-limiting conditions would be beneficial.

Immersive Leadership Training for Physicians: Comparing Retrospective Pre- and Post-Test Virtual vs in-Person 6-Month Follow-Up of Learning.

Little is known about the long-term efficacy of virtual leadership training for physicians. This study compares two highly similar groups of Obstetricians-Gynecologists' (OB-GYN) 6-month post-program changes in competency and skills after experiencing equity-centered leadership training in a virtual or in-person format. Using a retrospective pre- and post-test method, we collected 6-month post-program data on 14 competencies for knowledge gains and skills use, comparing the virtual cohort (2021, n = 22) to the in-person cohort (2022, n = 33) in 55 total participants. Qualitative data from open-ended feedback questions informed on skills relevancy and professional impact since program participation. Data indicate strong, statistically significant knowledge and skills retention in both cohorts, with 63% of the virtual and 85% of the in-person participants responding. Data indicate participants report the course having a positive impact on their healthcare provision and nearly all report they made changes to their communication and leadership approaches in the 6-months after the program. 59% of the virtual and 55% of the in-person cohorts report new leadership opportunities since their participation and that the course helped prepare them for those roles. Qualitative data support the need for the training, specific elements of the training these physicians found particularly helpful, and that the learning was "sticky", in that it stayed with them in the months post-program. There was a clear stated preference for in-person experiences. Either virtual or in-person leadership training can result in long-term (6-month) significant retention and application of knowledge and skills in physicians. While limited in size, this study suggests that in-person experiences seem to foster more effective bonds and also greater willingness to participate in post-program follow-up. Physicians find equity-centered leadership training to impact their subsequent communication and leadership practices and they report career benefits even in 6-month follow-up.

Examining the Virtual Leadership of Leaders in Higher Education During the COVID-19 Pandemic: A Case Study

<p>During the COVID-19 pandemic, student services leaders needed to adapt to working entirely virtually, find creative solutions to adjust their service delivery, and change how they engaged with their teams. Before COVID-19, studies of virtual leadership focused on virtual teams developed because of the geographical distance between team members. This qualitative study investigated virtual leadership and virtual teams developed because of the move to virtual work during the COVID-19 pandemic. It examined how student services leaders changed their leadership behaviours in response to moving to the virtual work environment. Using data gathered through a questionnaire, interviews, and documentation, four themes reflecting how leaders changed their behaviours and practices were identified: reimagining communication, reconstructing work using technology, reframing team support, and reorienting toward hybrid work. Understanding how these leaders managed their virtual teams at a midsized university in southern Ontario provides insight into what practices might be helpful for teams that continue exclusively virtual work and those that transition to a hybrid work approach.</p>

“That was one of my most difficult and biggest challenges”: experiences, preconditions and preventive measures of health-oriented leadership in virtual teams – A qualitative study with virtual leaders

BackgroundHealth-oriented leadership (HoL) has a positive impact on health- and work-related outcomes of employees in face-to-face settings. Increased digitization during the COVID-19 pandemic has led to many changes and increased job demands. According to current state of research, HoL in virtual teamwork is insufficiently researched. The aim of the study is to examine the experiences of virtual leaders during the COVID-19 pandemic and to identify preconditions and preventive measures for promoting HoL.MethodUsing a qualitative study design, semi-structured, guide-based telephone interviews were conducted with 16 German virtual leaders between May and July 2021. The collected data were inductively analyzed and interpreted using qualitative content analysis according to Mayring. Explorative analyses of differences between leaders with and without pre-pandemic experiences with virtual leadership were made.ResultsResults indicated that leaders, regardless of pre-pandemic experiences with virtual leadership, faced diverse challenges in implementing HoL in virtual teamwork during the COVID-19 pandemic. Virtual leaders perceived personal preconditions (e.g., leaders’ characteristics or behaviors), organizational preconditions (support by management or open-minded corporate culture), social preconditions (e.g., social support by team) and technical preconditions (e.g., sufficient technical equipment) as conducive to implementation of HoL. Almost all leaders with pre-pandemic experience identified a need for structural preventive measures, whereas almost all leaders without pre-pandemic experience reported a need for behavioral preventive measures in order to promote HoL in virtual teams.ConclusionsThis study suggests that implementing HoL in virtual teamwork is challenging, complex and requires adjustments in leadership behavior. Thereby, the study provides initial empirical findings for a holistic approach to HoL implementation in virtual teams, considering beneficial multilevel preconditions. Due to a limited generalization of present results, longitudinal and interventional studies will be necessary for the analysis of causal relationships in future research. In particular, a holistic research perspective in order to understand the complex, contextual interdependencies of leadership is recommended. In practice, based on a differentiated needs analysis, structural preventive measures for a holistic organizational development as well as behavioral preventive measures for ongoing personnel development are recommended.

Developing Virtual Leadership in Digital Technology E-commerce

Virtual leadership is essential in the current age of remote work and digital technology, requiring leaders to adapt their management style to provide guidance and support to their followers. A contemplative approach focusing on building rapport and providing moral support can especially be effective in virtual settings, while an initiating structure style is better suited for complex tasks or highly competent teams. Managing a virtual workforce requires a unique set of abilities to collaborate, lead, and manage remotely. Keywords: planning, technology, virtual leadership

The Effect of Entrepreneurship and Digital Technology on Customer Relationship Management: Dependability Study Among Entrepreneur Logistic Operators

This study aims to determine the effect of marketing and entrepreneurship on customers relationship management. The study factors include functional value, time compression, reliability, flexibility, and capacity. This study was led at Pulau Pinang, Selangor, and Johor Bharu. Furthermore, individual customers who use logistic services were sampled. In addition, the total respondents to the questionnaires were 391. The method used in the study is applied research. A questionnaire on the Likert scale was applied for the survey. Results showed that the customer intention effect is significant to the study in entrepreneurship. The study was also conducted using SEM analysis. Further study is required on the subject. Keywords: planning, technology, virtual leadership

Technology Leadership in Education and Digital Integration In Educational Management

Technology leadership is the key to digital integration in the field of education. However, there are various constraints preventing comprehensive technology integration in education today. The purpose of this report is to examine, analyze, and compare two studies focusing on technology leadership of educational leaders and digital integration in education, particularly in the context of schools in Malaysia. The analysis and comparison of the studies specifically focus on the concept of the Technology Leadership Model using the NETS-A standards and how a hypothesis model is constructed based on NETS-A adjusted to the education system in this country. Findings from both selected articles indicate that the level of technology leadership of educational leaders is high, but there are still various issues related to technology leadership in Malaysia that need attention, such as leaders not practicing virtual leadership, teachers as leaders not being proficient in optimizing technology use, and current limitations in technology usage equipment. Implications for each discussed issue are examined from policy, training, administration, and educational leadership aspects to ensure that the proposed steps taken have a positive impact on all educational entities and institutions. The results of this report show that technology leadership plays a crucial role in digital integration in schools in line with the functions and roles of leaders as the primary drivers of schools.

Patterns of Political Communication in Virtual Leadership in Political Parties After the COVID-19 Pandemic

After the COVID-19 pandemic, all sectors must still implement health protocols while continuing to work virtually to fulfill their obligations. The GERINDRA Party is one of the major parties in Indonesia that continues to carry out political communication to carry out its functions. The virtual leadership model and competitive organizational culture are applied in running an adequate organization. This research aims to analyze virtual leadership and competitive culture in post-pandemic organizations. The research method is carried out with bibliometric analysis which utilizes vos viewer software to conduct analysis and participatory research because the author is at the research location. The result is that virtual leadership is applied with several conditions, including leaders understanding the perceptions of members and organizations, leaders acting as the key to success, leaders being obliged to work remotely, leaders following the flow of globalization, and mastering ICT. Then the competitive organizational culture is applied with innovation, knowledge, collaboration, and target markets.

The use of META (virtual simulations) in Canadian junior military leadership development

The use of META (virtual simulations) in Canadian junior military leadership development

An Empirical Study of Dynamic Capability: Leveraging The Roles of Virtual Leadership and Relational Capital

An Empirical Study of Dynamic Capability: Leveraging The Roles of Virtual Leadership and Relational Capital

Virtual Leadership and Teacher’s Work Wellbeing: The Mediating Roles of Technostress

Virtual Leadership and Teacher’s Work Wellbeing: The Mediating Roles of Technostress

Show Me CKDintercept Initiative: A Collective Impact Approach to Improve Population Health in Missouri

Ninety percent of people with chronic kidney disease (CKD) remain undiagnosed, most people at risk do not receive guideline-concordant testing, and disparities of care and outcomes exist across all stages of the disease. To improve CKD diagnosis and management across primary care, the National Kidney Foundation launched a collective impact (CI) initiative known as Show Me CKDintercept. The initiative was implemented in Missouri, USA from January 2021 to June 2022, using a data strategy, stakeholder engagement and relationship mapping, learning in action working groups (LAWG), and a virtual leadership summit. The Reach, Effectiveness, Adoption, Implementation, and Maintenance framework was used to evaluate success. The initiative united 159 stakeholders from 81 organizations (Reach) to create an urgency for change and engage new CKD champions (Effectiveness). The adoption resulted in 53% of participants committed to advancing the roadmap (Adoption). Short-term results reported success in laying a foundation for CI across Missouri. The long-term success of the CI initiative in addressing the public health burden of kidney disease remains to be determined. The project reported the potential use of a CI initiative to build leadership consensus to drive measurable public health improvements nationwide.

Impact of Virtual Leadership on Mitigating the Consequences of the COVID-19 Pandemic: A Mediation Moderation Model through E-management and Organizational Culture

Impact of Virtual Leadership on Mitigating the Consequences of the COVID-19 Pandemic: A Mediation Moderation Model through E-management and Organizational Culture

E-Leadership: Reconceptualising Teacher Leadership in the Singapore Digitised Educational Landscape

There is an increase in demand for teacher leaders to take on and lead the digitised change in the classrooms. However, there is still limited research on how ready teachers are to lead and manage online teaching during and post-COVID times, and hence this exploratory study investigates the challenges that teachers face in enacting e-leadership. To answer the question on “how do the process and development of the introduction of Home-Based Learning (HBL) influence teacher leadership in Singapore?”, through convenience sampling, this study used questionnaires to understand in-service teachers’ readiness to be e-leaders and the drawbacks in the development and introduction of the hybrid or e-curriculum. The study concluded that when building teacher leadership capacity, it is important for school leaders to set the direction, establish a culture of online learning, and develop e-champions to support e-pedagogies. E-teacher leadership can be described as hybrid leadership that consists of a blend of face-to-face and virtual leadership skills.

Virtual Leadership: Bibliometrics, Framework-Based Systematic Review, and Future Agenda

Scholars are increasingly assessing virtual leadership in terms of whether this new way of leading is significantly different from the existing ways of leading or not, and if it is significantly different, what are the key dimensions to study. The current review on virtual leadership synthesizes the knowledge around the ADO-TCM (antecedents, decisions, outcomes, theories, contexts and methods) framework. Based on the previous studies, we provided further insights into the research gaps and the scope for future research. We adopted bibliometric analysis and framework-based systematic review to organize the existing literature on virtual leadership to create meaningful knowledge around virtual leadership. Apart from important bibliometrics, ADO-TCM framework-based SLR offers seven important themes catering to antecedents (2), decisions (3), outcomes (2), theories, contexts and methods. The current study is unique in the virtual leadership domain, wherein we have used the amalgamation of ADO and TCM frameworks to draw an enhanced understanding of virtual leadership.

Contemporary Issues in Project Management: The Burj Khalifa Project

This research delves into the pivotal analysis of diverse, globally dispersed project teams operating remotely, presenting a comprehensive examination of the evolving landscape of project management. In the contemporary era of remote work, project managers and team members face unprecedented challenges necessitating a reassessment of skill sets. The paradigm shift towards remote collaboration underscores the significance of understanding cultural nuances, communication technologies, and virtual team dynamics. Drawing on research by Dinsmore and Cabanis-Brewin (2019), the paper highlights the critical role of navigating cultural diversity and fostering effective virtual communication for project success in globally dispersed teams. Furthermore, the study explores the evolving requirements for project managers and team members, emphasizing skills beyond traditional project management. Referencing the work of Hidalgo (2019), the paper accentuates the importance of adaptability, digital literacy, and proficiency in collaborative technologies. As remote work becomes standard practice, project professionals must cultivate skills in virtual leadership, conflict resolution in virtual settings, and leveraging technology for seamless collaboration. This academic exploration underscores the imperative for project management professionals to continually develop a diverse skill set aligned with the demands of contemporary, globally dispersed project teams operating in remote environments.

A Bibliometric Review of Leadership Literature in Library and Information Science Profession, 1959–2022

This bibliometric study investigates the publishing trends and patterns along with top authors, countries, organizations, nature of collaboration, and sub-areas of library leadership literature published from 1959 to 2022. The Scopus database was used for data extraction, and 500 relevant records were selected. The data were analyzed using Microsoft Access, Microsoft Excel, VOSviewer, Biblioshiny, and CiteSpace software. The results highlighted that the United States of America was a global trendsetter in library leadership research, being the top contributing country (313, 62.6% publications). They also identified the top productive author (Martin, J.), top-cited author (Ole Pors, N), top organization (University of Punjab, Pakistan), most preferable sources (Journal of Library Administration) and top-cited article (“Supporting Digital Scholarship in Research Libraries: Scalability and Sustainability” by Vinopal J). The highest research productivity was recorded in 2019, with 42 publications (8.4%), followed by 37 (7.4%) publications in 2018 and 2021. Furthermore, 270 publications (54%) on library leadership were published during the last decade (2011–2020). This study informed that most of the published literature on library leadership was general, following a solo authorship trend (314), with less collaborative research ( n = 186) and a significant number ( n = 148) of non-cited documents. The critical areas of future research identified in this study, including transformational, ethical, participative, and humanistic leadership, need to be investigated. The study suggests that emerging digital and virtual leadership areas should also be examined along with the areas with limited literature. To the best of our knowledge, this is the first comprehensive bibliometric study to present a holistic picture of the library leadership literature.