Big Five Personality Factors and Leader Emergence in Virtual Teams
By Claudia Cogliser, William L. Gardner, M. Gavin, J. Christian Broberg. 2012
104 citations recorded by the source corpus.
Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/f9dcfc09f172e2474d7db0dfdaaa6abfb50cc639
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Communication
In Organizational Behavior and Human Resource Management
- Tamara L. Friedrich
- Jens Kanthak
- K. Hartmann
- Michael D. Mumford
- Guido Hertel
- Troy A. Smith
- Bradley L Kirkman
- Stefan Krumm
In Social Psychology
- Guido Hertel
- Tamara L. Friedrich
- Stefan Krumm
- Jens Kanthak
- K. Hartmann
- Michael D. Mumford
- Troy A. Smith
- Bradley L Kirkman
Citations in the corpus
- What does it take to be a virtual team player? The knowledge, skills, abilities, and other characteristics required in virtual teams (2016, background): “Although some authors stress the importance of broad personality dimensions for virtual teamwork (e.g., Cogliser et al., 2012; Krumm, Terwiel, & Hertel, 2013), we maintain that their relevance has repeatedly been confirmed for traditional forms of teamwork as well (Barrick, Stewart, Neubert &…”
- The Emergence of Emergent Leadership: A Comprehensive Framework and Directions for Future Research (2021, background): “At the individual level, the effectiveness-based outcome is contribution to team performance (Cogliser et al., 2012).”
- Collective leadership behaviors: Evaluating the leader, team network, and problem situation characteristics that influence their use (2016, result): “Along these lines, a study by Cogliser et al. (2012) found that conscientiousness was positively related to task-oriented emergent leadership.”