Virtual teams enabled by information and communications technologies (ICT) are increasingly being adopted not only by for-profit organizations but also by education institutions as well. This study investigates what contribute to the success of virtual learning teams in a higher-education institution. Specifically, we examine the issue of leadership in virtual learning teams. The study first re...

Due to the gap in understanding board leadership and specifically, board shared leadership, this article aims at proposing some antecedents of the emergence of board shared leadership. This article incorporates three bodies of literature: Team effectiveness, team leadership, and board management. Based on integrating several theoretical perspectives, nine propositions are developed in relation ...

This study investigated vertical versus shared leadership as predictors of the effectiveness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leadership is distributed among, and stems from, team ...

The relationships between leadership clarity (i.e. team members’ consensual perceptions of clarity of, and no conflict over leadership of their teams), team processes and innovation were examined in health care contexts. The sample comprised 3,447 respondents from 98 primary health care teams, 113 community mental health teams, and 72 breast cancer care teams. The results revealed that leadersh...

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power dis...

Purpose – To address the increasing need for novel approaches to leadership that deal with the challenges organizations face as they flatten, diversify, and confront increasingly complex problems. Design/methodology/approach – A meso-level theoretical model is developed that outlines the relationship between selfand shared leadership, focusing on the intermediary processes of trust, potency, an...

The present study aimed to (1) examine the direct relationship between coach transformational leadership and peer transformational leadership on team cohesion within elite Swedish floorball players, (2) examine potential differences between coach leadership behaviours and peer leadership behaviours on team cohesion, and (3) examine gender differences in perceived coach leadership behaviours, pe...

In response to rapid change and fierce competition, creativity is an imperative factor to develop and implement innovation. Hence, most firms have pursued diverse strategies to promote individual and team creativity in the workplace. Shared leadership is a voluntarily, informally emergent structure beyond vertical leadership. A team is composed of individual members, and shared leadership and d...

Many organizations adopt work teams to increase performance or achieve specific organizational goals. However, there are still many unrevealed issues in teams’ operation although the researches of teams have been concerned by many studies. Previous researches indicated that team learning is an important strategy that organizations could obtain to gain the competition advantages. In addition, le...

As an emerging research field of leadership, inclusive leadership reflects the new style of leadership demanded by researchers and practitioners. Is it a leadership style that can better integrate employees and organizations and adapt to new complex management situation? Based on theories of social exchange, organizational support, and selfdetermination, this study investigated the impact of in...