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The Impact of Leadership on Member Social Interaction and Embeddedness in Virtual Environments.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The Impact of Leadership on Member Social Interaction and Embeddedness in Virtual Environments./
作者:	Hopkins, Joseph C.
面頁冊數:	1 online resource (197 pages)
附註:	Source: Dissertations Abstracts International, Volume: 81-06, Section: B.
Contained By:	Dissertations Abstracts International81-06B.
標題:	Information technology. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27664758click for full text (PQDT)
ISBN:	9781392663639

The Impact of Leadership on Member Social Interaction and Embeddedness in Virtual Environments.
Hopkins, Joseph C.

The Impact of Leadership on Member Social Interaction and Embeddedness in Virtual Environments. - 1 online resource (197 pages)

Source: Dissertations Abstracts International, Volume: 81-06, Section: B.

Thesis (Ph.D.)--Dallas Baptist University, 2019.

Includes bibliographical references

The current study incorporated a quantitative non-experimental approach that examined the relationships and differences between authentic leadership competencies and attributes, social interaction, and job embeddedness in relation to team members working in virtual environments. A purposive sample of team members who worked for a minimum of six months over a two-year period was used. Participants were asked to assess their leader's authentic leadership competencies and attributes, their behaviors in promoting empathy, building trust, and developing relationships among the team, and the team member's level of job embeddedness. The findings revealed a large positive relationship between the four authentic leadership subscales, social interaction, and job embeddedness. In addition, no significant differences were found in the way team leaders address team members working in traditional co-located, mixed, and virtual environments or the member's level of embeddedness. A regression model disclosed that an internal moral perspective and social interaction are significant predictors of job embeddedness, while self-awareness, relational transparency, and balanced processing were not significant predictors in the model. These results warrant future studies to examine the cultural influence on team social interaction and the level of team member job embeddedness.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9781392663639Subjects--Topical Terms:

532993
Information technology.
Subjects--Index Terms:

ALQIndex Terms--Genre/Form:

542853
Electronic books.

The Impact of Leadership on Member Social Interaction and Embeddedness in Virtual Environments.
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520 $a The current study incorporated a quantitative non-experimental approach that examined the relationships and differences between authentic leadership competencies and attributes, social interaction, and job embeddedness in relation to team members working in virtual environments. A purposive sample of team members who worked for a minimum of six months over a two-year period was used. Participants were asked to assess their leader's authentic leadership competencies and attributes, their behaviors in promoting empathy, building trust, and developing relationships among the team, and the team member's level of job embeddedness. The findings revealed a large positive relationship between the four authentic leadership subscales, social interaction, and job embeddedness. In addition, no significant differences were found in the way team leaders address team members working in traditional co-located, mixed, and virtual environments or the member's level of embeddedness. A regression model disclosed that an internal moral perspective and social interaction are significant predictors of job embeddedness, while self-awareness, relational transparency, and balanced processing were not significant predictors in the model. These results warrant future studies to examine the cultural influence on team social interaction and the level of team member job embeddedness.
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