Department of Management

Can leadership compensate for deficient inclusiveness in global virtual teams?

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Can leadership compensate for deficient inclusiveness in global virtual teams? / Lauring, Jakob; Jonasson, Charlotte.

In: Human Resource Management Journal, Vol. 28, No. 3, 2018, p. 392-409.

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaperJournal articleResearchpeer-review

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Lauring, Jakob ; Jonasson, Charlotte. / Can leadership compensate for deficient inclusiveness in global virtual teams?. In: Human Resource Management Journal. 2018 ; Vol. 28, No. 3. pp. 392-409.

Bibtex

@article{92685b84c34d43d7a8cfaff4e030f2e4,
title = "Can leadership compensate for deficient inclusiveness in global virtual teams?",
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.",
keywords = "diversity, global virtual teams, inclusive group attitudes, inspirational motivation leadership, language, transformational leadership",
author = "Jakob Lauring and Charlotte Jonasson",
year = "2018",
doi = "10.1111/1748-8583.12184",
language = "English",
volume = "28",
pages = "392--409",
journal = "Human Resource Management Journal",
issn = "0954-5395",
publisher = "Wiley-Blackwell Publishing Ltd.",
number = "3",

}

RIS

TY - JOUR

T1 - Can leadership compensate for deficient inclusiveness in global virtual teams?

AU - Lauring, Jakob

AU - Jonasson, Charlotte

PY - 2018

Y1 - 2018

N2 - 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.

AB - 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.

KW - diversity

KW - global virtual teams

KW - inclusive group attitudes

KW - inspirational motivation leadership

KW - language

KW - transformational leadership

UR - http://www.scopus.com/inward/record.url?scp=85049778813&partnerID=8YFLogxK

U2 - 10.1111/1748-8583.12184

DO - 10.1111/1748-8583.12184

M3 - Journal article

VL - 28

SP - 392

EP - 409

JO - Human Resource Management Journal

JF - Human Resource Management Journal

SN - 0954-5395

IS - 3

ER -