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Leading through Organisational Culture in the Virtual Environment: A Qualitative Case Study on Virtual Leadership

Akolk, Sina LU and Haveman, Michelle LU (2018) BUSN49 20181
Department 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:
author
Akolk, Sina LU and Haveman, Michelle LU
supervisor
organization
course
BUSN49 20181
year
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}},
}