Leadership Role Effectiveness as a Mediator of Team Performance in New Product Development Virtual Teams

Soo Jeoung Han, Mirim Kim, Michael Beyerlein, Darleen DeRosa

Research output: Contribution to journalArticlepeer-review

Abstract

Despite the wide usage of globally dispersed virtual teams (VT), there has been relatively little research on how leadership affects team performance, particularly with new product development teams in a global VT setting. To test Quinn's (1988) Behavioral Complexity in Leadership Theory, a research model of VT leadership was developed and evaluated with confirmatory factor analysis and structural equation modeling for a unique sample of 19 globally dispersed VTs and 25 nationally dispersed VTs in a variety of industries. Results showed that less geographically dispersed VT members have higher team performance only when leadership roles were performed effectively. In addition, leadership role effectiveness fully mediated the relationship between the number of team training sessions and team performance. Recommendations for academic researchers and practical implications were suggested.

Original languageEnglish
Pages (from-to)20-36
Number of pages17
JournalJournal of Leadership Studies
Volume13
Issue number4
DOIs
Publication statusPublished - 2020 Jan 1

Bibliographical note

Publisher Copyright:
© 2020 University of Phoenix

All Science Journal Classification (ASJC) codes

  • Education

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