Leadership in virtual teams: A comparison of transformational and transactional leaders
By Stefano Ruggieri. 2009
109 citations recorded by the source corpus.
The effects of transactional and transformational leadership on groups in which people interact in a virtual manner were analyzed and specifically the level of satisfaction and perception of the style adopted were evaluated. Results indicated that a transformational style is more satisfying than a transactional style, and that a transformational leader is judged to be better than a transactional leader.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/3989499247f864d8f83c5e57972bb78941b2a6a2
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Georgia T Chao
- M. Maynard
- Lucy L. Gilson
- Stanton Mak
- Matti Vartiainen
- Steve W. J. Kozlowski
- Islam Elbayoumi Salem
- John E. Mathieu
In Social Psychology
- Steve W. J. Kozlowski
- M. Maynard
- Lucy L. Gilson
- Georgia T Chao
- Stanton Mak
- Marko Hakonen
- Matti Vartiainen
- Nicole C. Jones Young
In Sociology and Political Science
- M. Maynard
- Lucy L. Gilson
- Steve W. J. Kozlowski
- Stanton Mak
- Matti Vartiainen
- Islam Elbayoumi Salem
- Georgia T Chao
- John E. Mathieu
Citations in the corpus
- Transformational leadership: Relationship to job stress and job burnout in five-star hotels (2015, background): “Bass and Avolio, 1994; Chemers and Ayman, 1993) and research studies (Ruggieri, 2009; Seltzer and Bass, 1990; Tracy and Hinkin, 1994; Zacharatos et al., 2000) have demonstrated the importance of this construct.”
- Team-Centric Leadership: An Integrative Review (2016, background): “1998, Jung 2001), and task satisfaction (Ruggieri 2009).”
- Virtual Teams Research (2015, background): “A study by Ruggieri (2009) found that leaders who focused on relationships rather than task-based factors were perceived as more intelligent, creative, and original.”