Prelude to Virtual Groups: Leadership and Technology in Semi-Virtual Groups

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Author(s): Terri L. Griffith (Santa Clara University, USA)and David K. Meader (University of Arizona, USA)
Copyright: 2004
Pages: 24
Source title: Virtual Teams: Projects, Protocols and Processes
Source Author(s)/Editor(s): David Pauleen (Victoria University of Wellington, New Zealand)
DOI: 10.4018/978-1-59140-166-7.ch010

Keywords: Information Science Reference / Media & Communications / Social Computing / Virtual Communities & Virtual Reality

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Abstract

A study of 76 more and less virtual investment clubs examines the relationships between communication technologies used for club business (from face-to-face to more highly technologically enabled), group leadership role behaviors, and club portfolio value. The results are interesting, with more and less virtual clubs benefiting from different forms of leadership behaviors. Clubs using fewer technologies seem to benefit from a greater focus on socioemotional role (communication) behaviors, while the opposite is found in clubs using more technologies. The effect for procedural role behaviors (agenda setting and the like) appears to run in the opposite direction: clubs using more technologies seem to benefit from a greater focus on procedural role behaviors, while the opposite is found in clubs using fewer technologies. Managers take into account obvious and subtle differences between more and less virtual groups.

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Prelude to Virtual Groups: Leadership and Technology in Semi-Virtual Groups

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