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dc.contributor.authorRoll, Hannah Hunstad
dc.contributor.authorPreuss, Ines
dc.date.accessioned2018-01-09T12:35:18Z
dc.date.available2018-01-09T12:35:18Z
dc.date.issued2017
dc.identifier.urihttp://hdl.handle.net/11250/2476416
dc.descriptionMasteroppgave(MSc) in Master of Science in Leadership and Organizational Psychology - Handelshøyskolen BI, 2017nb_NO
dc.description.abstractDespite widespread increase in virtual teamwork, there still remains relatively little research on how leaders build relationship with their virtual team members and what factors that might influence this. Therefore, this study examined the joint moderating roles of the degree of team virtuality and the level of received task interdependence on the relationship between transformational leadership and leader-member exchange (LMX). In order to explore this relationship, the study used data collected from two-stage online surveys from two companies operating in virtual teams. Using regression analysis, the data collected from the total of 79 participants, showed that the relationship between transformational leadership and LMX turned negative if team virtuality and team task interdependence were high. This indicates that transformational leadership is more effective in building LMX in low team virtuality conditions. An elaborative discussion of our findings, together with practical implications and directions for future research are discussed. Key words: Virtual teams, transformational leadership behavior, LMX and task interdependencenb_NO
dc.language.isoengnb_NO
dc.publisherBI Norwegian Business Schoolnb_NO
dc.subjectledelsenb_NO
dc.subjectorganisasjonspsykologinb_NO
dc.subjectleadershipnb_NO
dc.subjectorganizational psychologynb_NO
dc.titleThe relationship between transformational leadership and LMX: The moderating role of team virtuality and task interdependence.nb_NO
dc.typeMaster thesisnb_NO


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