Impact of e-leadership and team dynamics on virtual team performance in a public organization

Abstract

PurposeThis study examines the effect of various attributes of leadership and teams, modeled as perceived e-leadership and perceived team dynamics on virtual team (VT) performance in a public organization.Design/methodology/approachUsing a survey instrument, data were collected from 184 participants involved in a virtual workplace from one of the largest Canadian public organizations. This study uses PLS-SEM software and quantitative methods.FindingsThis research identified that perceived team dynamics, which includes team member behavior, collaboration and support, has a significant medium effect on VT member performance. However, perceived e-leadership, which includes leaders' trust, leader communication/co-ordination and leader behavior, has a significant small effect on VT performance.Originality/valueThis study contribute to literature on VTs and VT's performance specially in public organizations. As the existing literature on employee performance has mainly focused on private organizations, and more so on VTs. However, little is known about VTs in public organizations and specifically about their performance.