Leading one another across time and space: Exploring shared leadership functions in virtual teams

• Autores: Marisa L. Shuffler
• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 26, Nº 1, 2010, págs. 3-17
• Idioma: inglés
• DOI: 10.5093/tr2010v26n1a1
• Títulos paralelos:
  • Dirigiendo uno a otro en el tiempo y en el espacio: Explorando las funciones del liderazo compartido en equipos virtuales
• Enlaces
  • Texto completo  1 (pdf)   2 (pdf) 
• Resumen
  • español

    Aunque una gran cantidad de investigación en la última década ha comenzado a distinguir los factores de interacción y los resultados de rendimiento asociados con los equipos virtuales, aún existen importantes lagunas en nuestro conocimiento, sobre todo en términos de liderazgo de un equipo virtual. El liderazgo compartido puede ser particularmente importante para los equipos virtuales, donde la separación entre el líder y los miembros del equipo y entre ellos mismos puede exigir la distribución de las funciones de liderazgo. Si bien compartir el liderazgo ha demostrado ser ventajoso sobre las formas más tradicionales de liderazgo vertical, hay una escasez de investigación relativa a como opera y está influido el liderazgo en forma compartida en entornos virtuales y distribuidos. Por tanto, el objetivo de este artículo es proporcionar un marco para llevar a cabo dicha investigación, principalmente a través de la presentación de proposiciones y necesidades futuras de investigación con respecto a las funciones específicas del líder que pueden ser compartidas por los miembros de los equipos virtuales y distribuidos.

  • English

    Although a tremendous amount of research in the last decade has begun to disentangle Although a tremendous amount of research in the last decade has begun to disentangle interaction factors and performance outcomes associated with virtual teams, significant gaps still exist in our understanding, particularly in terms of virtual team leadership. Shared leadership may be particularly important to virtual teams, where team members´ separation from the leader and from one another may necessitate the distribution of leadership functions. While the sharing of leadership has proven to be advantageous to more traditional forms of vertical leadership, there is a dearth of research concerning how shared leadership operates in, and is influenced by, virtual and distributed environments. Therefore, the goal of the current paper is to provide a framework for doing just this, primarily through presenting propositions and future research needs regarding specific leader functions that may be shared by members of virtual and distributed teams.

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