Leading through Organisational Culture in the Virtual Environment: A Qualitative Case Study on Virtual Leadership
(2018) BUSN49 20181Department of Business Administration
- Abstract
- Technological advancements cause it to be more common for managers and subordinates to work together from different geographical locations. It is associated with challenges, which virtual leadership is supposed to support in overcoming. As the leader is central in studies on virtual leadership, this qualitative study takes a different perspective and has as its
purpose to understand how leadership is expressed in the remote manager-subordinate relation taking the leader as well as the follower perspective into account. A multinational organisation with a strong organisational culture was chosen as a study site for this research. Our empirical material suggests that the organisational culture is of high importance for
virtual leadership.... (More) - Technological advancements cause it to be more common for managers and subordinates to work together from different geographical locations. It is associated with challenges, which virtual leadership is supposed to support in overcoming. As the leader is central in studies on virtual leadership, this qualitative study takes a different perspective and has as its
purpose to understand how leadership is expressed in the remote manager-subordinate relation taking the leader as well as the follower perspective into account. A multinational organisation with a strong organisational culture was chosen as a study site for this research. Our empirical material suggests that the organisational culture is of high importance for
virtual leadership. Subordinates attribute virtual leadership to managers who express the organisational culture. While virtual leadership as the act of influencing others is marginal in the virtual environment, our findings propose that organisational culture takes over the influencing that virtual leadership is supposed to accomplish. We contribute to the virtual
leadership paradigm with a theoretical model that illustrates the attribution of virtual leadership through the influence of the organisational culture. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/8943544
- author
- Akolk, Sina LU and Haveman, Michelle LU
- supervisor
- organization
- course
- BUSN49 20181
- year
- 2018
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Attribution Theory, Leadership, Organisational Culture, Virtual Leadership, Virtual Teams
- language
- English
- id
- 8943544
- date added to LUP
- 2018-06-15 14:16:35
- date last changed
- 2018-06-15 14:16:35
@misc{8943544, abstract = {{Technological advancements cause it to be more common for managers and subordinates to work together from different geographical locations. It is associated with challenges, which virtual leadership is supposed to support in overcoming. As the leader is central in studies on virtual leadership, this qualitative study takes a different perspective and has as its purpose to understand how leadership is expressed in the remote manager-subordinate relation taking the leader as well as the follower perspective into account. A multinational organisation with a strong organisational culture was chosen as a study site for this research. Our empirical material suggests that the organisational culture is of high importance for virtual leadership. Subordinates attribute virtual leadership to managers who express the organisational culture. While virtual leadership as the act of influencing others is marginal in the virtual environment, our findings propose that organisational culture takes over the influencing that virtual leadership is supposed to accomplish. We contribute to the virtual leadership paradigm with a theoretical model that illustrates the attribution of virtual leadership through the influence of the organisational culture.}}, author = {{Akolk, Sina and Haveman, Michelle}}, language = {{eng}}, note = {{Student Paper}}, title = {{Leading through Organisational Culture in the Virtual Environment: A Qualitative Case Study on Virtual Leadership}}, year = {{2018}}, }