Big Five Personality Factors and Leader Emergence in Virtual Teams: Relationships With Team Trustworthiness, Member Performance Contributions, and Team Performance

被引：74

作者：

Cogliser, Claudia C. ^{[1
]}

Gardner, William L. ^{[4
]}

Gavin, Mark B. ^{[2
]}

Broberg, J. Christian ^{[3
]}

机构：

[1] Texas Tech Univ, Rawls Coll Business, Lubbock, TX 79409 USA

[2] W Virginia Univ, Morgantown, WV 26506 USA

[3] Wichita State Univ, Wichita, KS USA

[4] Texas Tech Univ, Inst Leadership Res, Lubbock, TX 79409 USA

来源：

GROUP & ORGANIZATION MANAGEMENT | 2012年 / 37卷 / 06期

关键词：

virtual teams; Big Five personality; emergent leadership; team trustworthiness; 5-FACTOR MODEL; SELF-EFFICACY; TRANSFORMATIONAL LEADERSHIP; TRUST; COMMUNICATION; VALIDATION; VALIDITY; ROLES;

D O I：

10.1177/1059601112464266

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

Using a sample of 243 undergraduate business students assigned to 71 virtual teams, this study explored the relationships between the Big Five personality factors, leader emergence, team trustworthiness, peer rated member performance contributions, and team performance. As predicted, agreeableness and conscientiousness were positively related to the task- and social-oriented dimensions of leader emergence, respectively. Contrary to expectations, emotional stability was not related to either dimension of leadership emergence. Evidence of the predicted relationships between emergent leadership and peer ratings of member contributions to team performance was obtained for task- but not social-oriented behaviors. At the team level, aggregated social-oriented leadership behaviors predicted aggregate perceptions of team trustworthiness. Only aggregated task-oriented emergent leadership behaviors predicted virtual team performance.

引用

页码：752 / 784

页数：33

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