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Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106) 



JOURNAL OF ORGANIZATIONAL PSYCHOLOGY


Leadership, Trust, and Participation in Virtual


Author(s): Kimberly Furumo

Citation: Kimberly Furumo, (2018) "Leadership, Trust, and Participation in Virtual," Journal of Organizational Psychology, Vol. 18, Iss. 3, pp. 24-30

Article Type: Research paper

Publisher: North American Business Press

Abstract:

As business continues to be conducted internationally, managers are expected to work in multinational
environments (Early & Peterson, 2004). Technology and travel costs have caused organizations to rely
more heavily on virtual teams (dePillis & Furumo, 2007). Virtual teams have been used extensively for IT projects and particularly software development. In this study, three leadership conditions were analyzed. Preliminary results show that virtual teams led by Supportive leaders had higher levels of participation and trust among members than teams led by Commanding leaders. These findings are important for managers and faculty who prepare students for the work world.