Buch, Englisch, 286 Seiten, Format (B × H): 182 mm x 231 mm, Gewicht: 621 g
Research in Technologically-Supported Work
Buch, Englisch, 286 Seiten, Format (B × H): 182 mm x 231 mm, Gewicht: 621 g
ISBN: 978-0-8058-5096-3
Verlag: Taylor & Francis
This volume offers insights from a noted group of scholars who discuss the complex phenomenon of leadership in distributed work settings - also known as leadership at a distance. Editor Suzanne Weisband addresses the ubiquitous roles leaders play, their scale of work, and the range of technologies available to them, while setting new directions in studying leadership at a distance. A unique perspective of empirical research unfolds, representing a variety of fields and methods to foster a better understanding of the role technology plays in leadership, and how leadership is shaped by the use of technology.
Leadership at a Distance begins with an overview of the challenges leaders face in the 21st Century, followed by a discussion of:
- Field studies and innovative ways of thinking about leadership in distributed work settings
- Experiments on the group dynamics and social processes involved in leading teams at a distance
- Research on leadership in large-scale distributed collaborations, as well as lessons learned about leadership at a distance and future research directions.
Managers, organizational behavior psychologists, human factors and industrial engineers, and sociologists will consider this book of interest and will appreciate its interdisciplinary scope.
Autoren/Hrsg.
Fachgebiete
- Wirtschaftswissenschaften Betriebswirtschaft Management
- Geisteswissenschaften Design Interface Design, Interaktionsdesign, Application Design
- Wirtschaftswissenschaften Wirtschaftswissenschaften Literatur für Manager
- Mathematik | Informatik EDV | Informatik Informatik Mensch-Maschine-Interaktion User Interface Design & Benutzerfreundlichkeit
Weitere Infos & Material
Preface. Foreword. Part 1. New Challenges for Leading at a Distance. S. Weisband, Research Challenges for Studying Leadership at Distance. T. Bikson, G.F. Treverton, J. Moini, G. Lindstrom, Leadership in International Organizations: 21st Century Challenges. Part 2. Field Studies of Leadership in Distributed Work Settings. J. Cummings, Leading Groups From a Distance: How to Mitigate Consequences of Geographic Dispersion. E. Bradner, G. Mark, Designing a Tail of Two Cities: Leaders’ Perspectives on Collocated and Distance Collaboration. Y. Xiao, F.J. Seagull, C.F. Mackenzie, K. Klein, J. Ziegert, Adaptation of Team Communication Patterns: Exploring the Effects of Leadership at a Distance, Task Urgency, and Shared Team Experience. Part 3. Experiments in Remote Leadership. S. Kahai, B. Avolio, Effects of Leadership Style and Anonymity on the Discussion of an Ethical Issue in an Electronic Meeting System Context. P. Balthazard, D. Waldman, L. Atwater, The Mediating Effects of Leadership and Interaction Style in Face-to-Face and Virtual Teams. G. Stasser, M. Augustinova, Social Engineering in Distributed Decision Making Teams: Some Implications for Leadership at a Distance. Part 4. Leading Large-Scale Distributed Collaborations. B. Butler, L. Sproull, S. Kiesler, R. Kraut, Community Effort in Online Communities: Who Does the Work and Why? J. Birnholtz, T. Finholt, Cultural Challenges to Leadership in Cyberinfrastructure Development. C. Scaffidi, B. Myers, M. Shaw, Trial by Water: Creating Hurricane Katrina “Person Locator” Web Sites. C. Torrey, M. Burke, M. Lee, A. Dey, S. Fussell, S. Kiesler, Approaches to Authority in Online Disaster Relief Communities After Hurricane Katrina. Part 5. Conclusion and Future Directions. S. Weisband, Lessons About Leadership at a Distance and Future Research Directions.
