Leading virtual teams: hierarchical leadership, structural supports, and shared team leadership.

By Julia E. Hoch, Steve W. J. Kozlowski. Journal of Applied Psychology, 2014

621 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/ec745a805f894c86df005615de7a98a257b88c6b

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Citations in the corpus

COVID-19 and the workplace: Implications, issues, and insights for future research and action. (2020, background): “…in virtual team characteristics, though, it is valuable to recognize that “team virtuality” is a multifacted concept and encompasses multiple dimensions including the geographical distribution of team members and the relative amounts of (a)synchronous e-communication (Hoch & Kozlowski, 2014).”
The Role of Leadership in a Digitalized World: A Review (2019, background): “This process leads to the creation of a shared understanding of both the leadership responsibilities and the power dynamics within the team (Grisoni and Beeby, 2007; Hoch and Kozlowski, 2014; Hoegl and Muethel, 2016).”
Virtual Teams Research (2015, background): “…dispersion has been measured as a single item, asking team members to state how many times they met FtF (Kirkman, Rosen, Tesluk, & Gibson, 2004), and as an aggregate composite of multiple geographic dispersion components, such as the distance in miles among team members (Hoch & Kozlowski, 2012).”
The project-oriented organization and its contribution to innovation (2018, background): “A major determinant of teamwork quality is the leadership of project teams (Högl and Gemünden, 2001). Different schools of leadership (Turner, Müller 2005, 2006; Müller et al., 2012; Thyssen et al., 2013) have shown that leadership positively influences group performance. The meta-analysis from Judg”
How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy (2020, background): “However, as with any set of leadership behaviors, a contingency approach will likely be most accurate in describing its effects (e.g., Grant, 2012; Hoch & Kozlowski, 2014).”
Collective psychological capital: Linking shared leadership, organizational commitment, and creativity (2018, background): “few prior studies have explored the relationship between shared leadership and its consequences, such as team performance, job satisfaction, and organizational commitment (e.g., Carson et al., 2007; Mathieu and Kukenberger, 2016; Mathieu and Kukenberger, 2015; Hoch and Kozlowski, 2014; Hoch, 2013; L”
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations (2016, background): “Research on shared leadership has often found beneficial results such that it is positively related to team performance (Avolio et al., 1996; Hoch & Kozlowski, 2012) and a better predictor of team performance than vertical leadership (Ensley, Hmieleski, & Pearce, 2006; Pearce & Sims, 2002).”
Pandemics: Implications for research and practice in industrial and organizational psychology (2020, background): “…the level of virtuality has been shown to matter for team effectiveness and related PANDEMICS: IMPLICATIONS FOR IO PSYCHOLOGY 20 processes, such as leadership, trust, well-being, and social exchange (e.g., Breuer, Hüffmeier, & Hertel, 2016; Hoch & Kozlowski, 2014; Maynard et al., 2017).”