جبران کمبود فراگیرندگی با رهبری در تیم های مجازی جهانی
Abstract
1- INTRODUCTION
2- CONCEPTUALISATION AND THEORETICAL DEVELOPMENT
3- HYPOTHESES
4- METHODS
5- RESULTS
6- DISCUSSION
REFERENCES
Abstract
Although the number of global virtual teams has been growing rapidly, it is still a great challenge to achieve internal collaboration across geographic, cultural, and linguistic barriers. Two factors that have been identified to improve productivity are inclusive group attitudes in the team and the right leadership from the team leader. Although there are strong indications that each of these concepts would have a favourable effect on team member performance, we set out to explore how they function in combination. More specifically, we hypothesise that inspirational motivation from a team leader can compensate for a lack of inclusive group attitudes in the form of team openness to language diversity. We also predict the positive effects of “inspirational motivation” leadership to be stronger than those of the “management by exception” style of leadership. Using responses from 174 team members and their 23 team leaders in the research and development department of a Danish manufacturing organisation, we confirm our hypotheses. This provides clear guidelines for HRM interventions in organisations using global virtual teams.
INTRODUCTION
A central element in managing human resources is to create a work environment where motivated employees strive to do their best to advance organisational performance (Kuvaas, Dysvik, & Buch, 2014). Although this was traditionally a concern of a more or less detached specialist HRM function, activities have gradually been devolved to line managers and supervisors closer to the operations (Bos‐Nehles, van Riemsdijk, & Kees, 2013; Gilbert & Winne, 2015; Purcell & Hutchinson, 2007). The use of line managers in HRM activities has been argued to set a “softer” and more people‐oriented course emphasising leadership, culture, communication, and motivation (Cook, Mackenzie, & Forde, 2016; Thornhill & Saunders, 1998). Using this approach, line managers play a vital role in aligning the efforts of their team members with centrally formulated HRM initiatives (Gilbert & Winne, 2015). The more people‐oriented style of line managers has to a great extent influenced perceptions on how to mobilise and manage performance in global virtual teams where direct contact is rarely possible (Harvey, Novicevic, & Garrison, 2004). In this context, the team leader is an example of a line manager that makes HRM come to life through appraising, developing, involving, and communicating over a geographical, cultural, and linguistic distance (Cardy & Miller, 2015; Scott & Wildman, 2015).