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dc.contributor.authorBell, Bradford S.
dc.contributor.authorMcAlpine, Kristie L.
dc.contributor.authorHill, N. Sharon
dc.description.abstractAlthough leadership has long been recognized as critical in virtual environments, observers have noted that a surprisingly small number of studies have focused on virtual leadership. In the current chapter we examine what we currently know about virtual leadership and identify promising future research directions. We begin by examining changes in the leadership context, most notably advances in technology and the growing adoption of virtual work arrangements. We then trace the evolution of the research that has examined virtual leadership at both the dyadic and team levels, highlighting key conceptual and empirical advances. Finally, we conclude the chapter by discussing future research directions that have the potential to make important contributions to both theory and practice in the area of virtual leadership.
dc.rightsRequired Publisher Statement: © Cambridge University Press. Reprinted with permission. All rights reserved. Final version published as: Bell, B. S., McAlpine, K. L., & Hill, N. S. (in press). Leading from a distance: Advancements in virtual leadership research. In R. N. Landers (Ed.), The Cambridge handbook of technology and employee behavior. Cambridge, UK: Cambridge University Press. This version is free to view and download for personal use only. Not for re-distribution, re-sale or use in derivative works.
dc.subjectvirtual work arrangements
dc.subjectvirtual leadership
dc.titleLeading from a Distance: Advancements in Virtual Leadership Research
dc.description.legacydownloadsBell106_Leading_from_a_distance.pdf: 855 downloads, before Oct. 1, 2020.
local.authorAffiliationBell, Bradford S.: Cornell University
local.authorAffiliationMcAlpine, Kristie L.: Michigan State University
local.authorAffiliationHill, N. Sharon: George Washington University

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