The Impact of Leadership on Participation and Trust in Virtual Teams Kimberly Furumo University of Hawaii at Hilo 200 W. Kawili Street Hilo, HI 96720 808-874-7672 firstname.lastname@example.org Emmeline de Pillis University of Hawaii at Hilo 200 W. Kawili Street Hilo, HI 96720 808-974-7469 email@example.com Mark Buxton University of Illinois Springfield One University Plaza Springfield, IL 62703 217-206-4847 firstname.lastname@example.org ABSTRACT As business continues to be conducted internationally, managers are expected to work in multinational environments and move from country to country (Early and Peterson 2004). Technology, globalization and travel costs have all caused organizations to rely more heavily on virtual teams (dePillis and Furumo 2007). The use of virtual teams has been used extensively for IT projects and particularly software development. In this research-in-progress study, three leadership conditions were analyzed. Preliminary results show that virtual teams led by Supportive leaders had higher levels of participation and trust among members than teams led by Commanding leaders. output of teams is often superior to that of an individual because of the synergy that comes from individuals sharing ideas and functional expertise. However, in virtual teams there is the chance that the technology will negatively impact performance. 2. LITERATURE REVIEW 2.1 Trust
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