Rapid technological development has led to a new paradigm in work. Job related activities can now be conducted anytime, anywhere, in real situation or through technology. The virtual environment and its vari-ous communication technologies have created a new context for lea-dership and teamwork. In this era, each manager needs to analyze the impact of the virtual work arrangements on her or his own leadership style, and adapt accordingly. In this paper, after reviewing the litera-ture, we examined the relationship between the degree of virtualness and transformational leadership. Results indicate that as the degree of virtualness increases, motivating followers to show appropriate beha-vior, building confidence, developing trust, and emphasizing values become more complex. Findings of this study are useful for both re-searchers and team leaders who intend to have effective teams.
Abed Jafari, H., Habibi, L., Nalchigar, S., & Seyyed Amiri, N. (2020). Leadership in Virtual Teams: Rela-tionship between Virtualness and Transformational Leadership (a Case Study:Hamkaran System). Commercial Strategies, 9(47), 163-180.
MLA
H Abed Jafari; L Habibi; S Nalchigar; N Seyyed Amiri. "Leadership in Virtual Teams: Rela-tionship between Virtualness and Transformational Leadership (a Case Study:Hamkaran System)". Commercial Strategies, 9, 47, 2020, 163-180.
HARVARD
Abed Jafari, H., Habibi, L., Nalchigar, S., Seyyed Amiri, N. (2020). 'Leadership in Virtual Teams: Rela-tionship between Virtualness and Transformational Leadership (a Case Study:Hamkaran System)', Commercial Strategies, 9(47), pp. 163-180.
VANCOUVER
Abed Jafari, H., Habibi, L., Nalchigar, S., Seyyed Amiri, N. Leadership in Virtual Teams: Rela-tionship between Virtualness and Transformational Leadership (a Case Study:Hamkaran System). Commercial Strategies, 2020; 9(47): 163-180.
