Department of Management

This study compares three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures. While scholars have noted conceptual overlap between transformational leadership and these newer leadership forms, there has been inadequate investigation of the empirical relationships with transformational leadership and the ability (or lack thereof) of these leadership forms to explain incremental variance beyond transformational leadership. In response, we conducted a series of meta-analyses to provide a comprehensive assessment of these emerging leadership forms' relationships with variables evaluated in the extant literature. Second, we tested the relative performance of each of these leadership forms in explaining incremental variance , beyond transformational leadership, in nine outcomes. We also provide relative weights analyses to further evaluate the relative contributions of the emerging leadership forms versus transformational leadership. The high correlations between both authentic leadership and ethical leadership with transformational leadership coupled with their low amounts of incremental variance suggest that their utility is low unless they are being used to explore very specific Acknowledgments: The authors would like to acknowledge that earlier versions of this manuscript received helpful comments from Brian Hoffman, associate editor, and two anonymous reviewers.

Organizations continue to widely adopt virtual teams as a primary way to structure work and the recent growth in utilization has outstripped theory and research on virtual teams. The explosive growth in virtual team use by organizations and the inherent challenges of virtual teams highlight the need for theory and research to inform organizations in designing, struc-turing and managing virtual teams. Therefore, the purpose of this special issue is to (a) advance theory and research on virtual teams, (b) offer new directions for research on the topic, and (c) contribute to efforts to enhance the effectiveness of virtual teams in organizations. Toward this end, in this introduction we provide a brief overview of virtual teams and present an input-process-output framework to contextualize and organize the eight papers appearing in this special issue. Virtual teams are work arrangements where team members are geographically dispersed, have limited face-to-face contact, and work interdependently through the use of electronic communication media to achieve common goals. Virtual teams connect knowledge workers together over time and distance to combine effort and achieve common goals (Bell & Kozlowski, 2002). Over the past several decades, there has been an explosive growth in organizations' use of virtual teams to organize work and this trend is expected to only continue in the future. For example, a recent survey of 1372 business respondents from 80 countries found that 85% of the respondents worked on virtual teams and 48% reported that over half their virtual team members were members of other cultures (RW 3 CultureWizard, 2016). The growth is attributable to factors including globalization, distributed expertise, organizations' need for rapid product development and innovation, and improved networking and collaboration technologies that support e-collaboration (Ilgen, Hollenbeck, Johnson, & Jundt, 2005; Kozlowski & Bell, 2003; Mathieu, Maynard, Rapp, & Gilson, 2008). The use of virtual team structures holds great promise as virtual teams can do things collectively that collocated teams cannot. Some advantages of virtual teams include: the ability to assemble teams that maximize functional expertise by including professionals who are geographically dispersed, enabling continuous 24/7 productivity by using different time zones to their advantage, lowering costs by reducing travel, relocation and overhead, and sharing knowledge across geographic boundaries and organizational units and sites. In spite of the advantages of virtual teams, research has demonstrated that virtual teams present a number of challenges compared to co-located teams. Some disadvantages include communication and collaboration difficulties, low levels of media richness compared to co-located teams, potentially lower team engagement by team members, difficulties in creating trust and shared responsibility among team members, isolation, high levels of social distance between members, and challenges in monitoring and managing virtual teams.

a r t i c l e i n f o a b s t r a c t Available online xxxx Limited theory and research has been devoted to the role of team personality composition, as well as emergent and shared leadership, in virtual teams. In an effort to provide a theoretical basis for the role of team personality composition, as well as emergent and shared leadership, in virtual teams, we propose a virtual team framework that portrays the team personality composition as predictors of emergent and shared leadership. These in turn are expected to impact virtual team performance. We further posit that the relationships between team personality composition and virtual team performance are indirect, through emergent leadership and shared leadership. Finally, we present team virtuality as a moderator between team composition and team processes. Suggestions for future research and implications for the management of virtual teams are presented. The use of virtual teams has continued to grow as organizations widely adopt virtual team structures to perform work. Virtual teams work across geographic distance and different time zones to accomplish joint goals; virtual teams are often comprised of members from different cultural and national backgrounds (survey of 379 HR professionals by SHRM found that 46% of the participants reported their organizations use virtual teams (SHRM, 2012). Similarly, a 2014 survey of 3000 managers from more than 100 countries indicated that 40% of their organizations' employees spend at least half their time working on virtual teams and 77% of these teams are multi-cultural (RW 3 CultureWizard, 2014). While virtual teams provide a number of advantages to organizations, there are a number of inherent challenges resulting from team virtuality. For example, in the 2014 RW 3 survey, the following percentage of respondents indicated that the lack of co-located interaction of virtual teams created significant challenges affecting trust (64% of respondents), decision-making (55%), managing conflict (54%), and expressing opinions (53%). One important factor to mitigate these challenges and augment team performance is team leadership. While virtual teams typically have a vertical leader, due to geographical dispersion, the emergence of team members as leaders (willing to take on leadership roles) and the sharing of leadership among members have been discussed as augmentations, in light of ling with management challenges, in leading virtual teams (Carte, Chidambaram, & Becker, 2006). The emergence of team members as informal leaders inside the team and the facilitation of shared leadership are expected to facilitate team functioning and team effectiveness in virtual

a r t i c l e i n f o a b s t r a c t Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance and human resources. ERP implementation projects frequently have high failure rates; although research has investigated a number of factors for success and failure rates, limited attention has been directed toward the implementation teams, and how to make these more effective. In this paper we argue that shared leadership represents an appropriate approach to improving the functioning of ERP implementation teams. Shared leadership represents a form of team leadership where the team members, rather than only a single team leader, engage in leadership behaviors. While shared leadership has received increased research attention during the past decade, it has not been applied to ERP implementation teams and therefore that is the purpose of this article. Toward this end, we describe issues related to ERP and HRMS implementation, teams, and the concept of shared leadership, review theoretical and empirical literature, present an integrative framework, and describe the application of shared leadership to ERP and HRMS implementation. Published by Elsevier Inc.

Purpose The purpose of this study was to investigate the relationship between shared leadership, as a collective within-team leadership, and innovative behavior, as well as antecedents of shared leadership in terms of team composition and vertical transformational and empowering leadership.