Currently, telework stands a s one of the fastest developing illustrations of the so called virtual organization. Although it has started to boom in Europe, it still raises reluctance in companies that may implement it in their teams. One main reason listed in the literature for this reluctance...

Companies are sometimes reluctant to implement telework in their teams because managers may lose control over their teleworking employees. The question we try to answer in this paper is: Does telework have an impact on the manager-employee relationship and, if so, what sort of impact is it? We...

E-leadership has emerged in virtual team literature as an important determinant of relationship building. However, the way e-leaders develop high quality relationship between virtual team members is little understood. The purpose of this paper is to identify the key roles that enable virtual...

The purpose of this paper is to identify the key roles that enable e-leaders to build high-quality exchanges with their team members. We use behavioral complexity theory to analyze the roles played by leaders of virtual teams, and helping them to develop effective leader-member exchanges (LMX)....

This chapter investigates the role of e-leaders in building and maintaining collective awareness within virtual teams. The authors examine the effects of behavioral leadership orientation on collective awareness building. The study explores the bi-dimensional structure of both collective...

By testing a personal interpretation of Barnard’s view in an empirical study dealing with telework, this paper identifies the risks run by a teleworkers’ manager, the individual and organizational mechanisms implemented to reduce these risks as much as possible, and the relevance of a...