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Global Virtual Team Leadership Scale (GVTLS) Development in Multinational Companies

Author

Listed:
  • Sema Nur Batırlık

    (Department of International Trade and Finance, Yalova University, Yalova 77200, Turkey)

  • Yasin Galip Gencer

    (Department of International Trade and Finance, Yalova University, Yalova 77200, Turkey)

  • Ulas Akkucuk

    (Department of Management, Bogazici University, Istanbul 34342, Turkey)

Abstract

As a result of developments in technology, globalization and digitalization, virtual teams have become indispensable for many industries. Transformations in information and communication technology have provided new opportunities for businesses to create and manage virtual teams. Today, all organizations have had to introduce new methods of communication and have started to continue their conversations through digital platforms. It has become inevitable for teams to form in such virtual environments. Virtual team members are made up of individuals from different genders, experiences, cultures and geographic locations. While there are leaders in virtual teams as in face-to-face environments, this type of leadership performs its function through information and communication technologies, unlike traditional types. Although there are many studies on face-to-face leadership in academic studies and despite the increasing use of digital platforms, it is observed that there is a need for studies on leadership styles in virtual organizations. The main purpose of this study is to create a scale about leadership characteristics in virtual teams. With the present study, it is aimed to develop a valid and reliable scale in order to discover and analyze the virtual team leadership characteristics of individuals within the multinational companies. During the scale development process, literature review, focus group interviews and statistical analysis were used to create the items to be included in the scale. First of all, focus group discussions were conducted by examining the scale developments on the leadership phenomenon. A total of three focus group interviews were held; expert opinions were used to ensure the content validity of the results, and a draft scale with 29 items was created as a result.

Suggested Citation

  • Sema Nur Batırlık & Yasin Galip Gencer & Ulas Akkucuk, 2022. "Global Virtual Team Leadership Scale (GVTLS) Development in Multinational Companies," Sustainability, MDPI, vol. 14(2), pages 1-20, January.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:2:p:1038-:d:726881
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    References listed on IDEAS

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    5. Selen Balkaya & Ulas Akkucuk, 2021. "Adoption and Use of Learning Management Systems in Education: The Role of Playfulness and Self-Management," Sustainability, MDPI, vol. 13(3), pages 1-27, January.
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    2. Elena-Mădălina Vătămănescu & Elena Dinu & Mădălina-Elena Stratone & Roxana-Maria Stăneiu & Florina Vintilă, 2022. "Adding Knowledge to Virtual Teams in the New Normal: From Leader-Team Communication towards the Satisfaction with Teamwork," Sustainability, MDPI, vol. 14(11), pages 1-17, May.
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    4. Davaei, Mahboobeh & Gunkel, Marjaana & Veglio, Valerio & Taras, Vas, 2022. "The influence of cultural intelligence and emotional intelligence on conflict occurrence and performance in global virtual teams," Journal of International Management, Elsevier, vol. 28(4).

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