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dc.contributor.authorJawadi, Nabila
dc.contributor.authorDaassi, Mohamed
dc.contributor.authorFavier, Marc
dc.contributor.authorKalika, Michel
dc.date.accessioned2014-06-25T12:22:41Z
dc.date.available2014-06-25T12:22:41Z
dc.date.issued2010-12
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/13594
dc.language.isoenen
dc.subjectVirtual teamsen
dc.subjectE-leadersen
dc.subjectLeader-Member exchanges (LMX)en
dc.subjectRelations industriellesen
dc.subjectGroupes de travail virtuelsen
dc.subject.ddc658en
dc.subject.classificationjelM15en
dc.subject.classificationjelM54en
dc.titleLeader-member exchange in virtual team: exploring the effects of e-leaders'behavioral complexityen
dc.typeCommunication / Conférence
dc.contributor.editoruniversityotherAmiens School of Management;France
dc.contributor.editoruniversityotherUniversité de Bretagne Occidentale;France
dc.contributor.editoruniversityotherUniversité de Grenoble;France
dc.description.abstractenThe purpose of this paper is to identify the key roles that enable e-leaders to build high-quality exchanges with their team members. We use behavioral complexity theory to analyze the roles played by leaders of virtual teams, and helping them to develop effective leader-member exchanges (LMX). We draw up a research model to explain how e-leaders build cooperative and collaborative relationships through social-related and work-related activities. We then test the research model using a large survey of 193 virtual team members. Our findings show that apart from coordination and monitoring roles, open systems roles, roles of rational pursuit of goals and human relations roles have a positive and significant effect on LMX.en
dc.subject.ddclabelDirection d'entrepriseen
dc.relation.conftitle31th International Conference on Information Systems (ICIS 2010)en
dc.relation.confdate2010-12
dc.relation.confcitySt. Louis, Missourien
dc.relation.confcountryÉtats-Unisen
dc.relation.forthcomingnonen


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