Relationship building in virtual teams: A leadership behavioral complexity perspective

Nabila Jawadi, Mohamed Daassi, Marc Favier () and Michel Kalika ()
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Nabila Jawadi: IPAG Business School
Mohamed Daassi: IUT Tours - Institut Universitaire de Technologie - Tours - UT - Université de Tours, VALLOREM - Val de Loire Recherche en Management - UO - Université d'Orléans - UT - Université de Tours
Marc Favier: CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique
Michel Kalika: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

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Abstract: E-leadership has emerged in virtual team literature as an important determinant of relationship building. However, the way e-leaders develop high quality relationship between virtual team members is little understood. The purpose of this paper is to identify the key roles that enable virtual team leaders to build high-quality exchanges with their team members. We draw on the behavioral complexity theory to analyze the roles played by e-leaders, which help them to develop effective leader-member exchanges (LMX). We draw up a research model to explain how e-leaders build cooperative and collaborative relationships through social-related and work-related activities. We then test the research model using a large survey of 193 virtual team members. Our findings show that, except for internal process roles (coordination and monitoring), open systems roles, roles of rational pursuit of goals and human relation roles have a significant positive effect on LMX.

Date: 2013-11-08
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Published in Human Systems Management, 2013, 32 (3), pp.199-211. ⟨10.3233/HSM-130791⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03523628

DOI: 10.3233/HSM-130791

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