Virtual Team Leader Communication:Employee Perception and Organizational Reality

Abstract

Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members’ perceptions of their leaders’ effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members’ perceptions of their leaders’ effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members’ perceptions of leaders’ effective use of communications and team members’ perception of their team’s performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard.

Publication DOI: https://doi.org/10.1177/2329488419829895
Divisions: Aston Business School
Additional Information: © Sage 2019. The final publication is available via Sage at http://dx.doi.org/10.1177/2329488419829895
Uncontrolled Keywords: leader communication,organizational alignment,team performance,trust,virtual teams,Business, Management and Accounting (miscellaneous),Economics, Econometrics and Finance (miscellaneous)
Full Text Link:
Related URLs: http://www.scop ... tnerID=8YFLogxK (Scopus URL)
https://journal ... 329488419829895 (Publisher URL)
PURE Output Type: Article
Published Date: 2019-02-14
Published Online Date: 2019-02-14
Accepted Date: 2019-02-01
Authors: Newman, Sean A.
Ford, Robert C.
Marshall, Greg W.

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