1. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz1 Leadership Roles and Issues in Partially Distributed Teams Linda Plotnick Rosalie Ocker Starr Roxanne Hiltz Mary Beth Rosson

2. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz2 Agenda Overview of Partially Distributed Teams (PDTs) Overview of Leadership Roles Study of Leadership in PDTs Qualitative analysis results Quantitative analysis results Conclusions Contributions Limitations Future Research

3. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz3 Partially Distributed Teams Hybrid teams that combine characteristics of virtual and traditional teams At least one subgroup is collocated and meets face-to-face At least two subgroups are dispersed and collaborate primarily by electronic communication

4. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz4 Leadership Roles (Quinn 1988) Producer Motivates members to reach goals and improve production; Director Sets objectives, establishes rules and policies, and clarifies expectations; Coordinator Sets schedules, handles crisis, and addresses logistical and technical issues;

5. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz5 Leadership Roles (Quinn 1988) Monitor Monitors the team and its activities to check for compliance with rules and meeting objectives; Facilitator Works to build cohesion and collaboration, and manages interpersonal conflict; Mentor Develops people in a helpful and considerate way;

6. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz6 Leadership Roles (Quinn 1988) Innovator Pays attention to environmental changes and responds to them with action; Broker Coordinates and negotiates with people outside of his or her group to obtain needed resources.

7. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz7 A Study of Partially Distributed Teams Study of leadership roles in PDTs conducted in the spring of 2007 Varied leadership configuration Centralized One team leader; no subgroup leaders Hierarchical One team leader; one subgroup leader per subgroup Decentralized No team leader; one subgroup leader per subgroup

8. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz8 Leadership Configurations Centralized Condition Decentralized Condition Hierarchical Condition Team Leader XX Subgroup Leader XX

9. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz9 Research Questions Are roles enacted by leaders in traditional and fully distributed virtual teams also enacted by leaders in PDTs? Does the leadership configuration of a team affect which roles are enacted by its leaders? Does leadership configuration affect perceptions of team and/or subgroup performance? Are there differences between team leaders and subgroup leaders in PDTs?

10. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz10 The Study 145 undergraduates PDTs comprised of two subgroups each Members of a given subgroup were from the same class in the same university Subgroup size – 4 to 6 members each Task – to develop functional requirements for an emergency response system for a specified country

11. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz11 The Study Leaders were selected by team/subgroup members Communication and collaboration – customized wiki Communication not restricted to the wiki Face-to-face for subgroup communication Voluntary participation in experimental instruments

12. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz12 Instruments Personal Reflections Weekly Wrote about their experiences from the preceding week

13. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz13 Instruments Post survey Items pertaining to the Quinn (1988) roles Leadership encouragement of communication and working together between and within subgroups Team/ subgroup performance Efficiency Quality Creativity Adherence to schedule Coordination between subgroups Communication between subgroups

14. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz14 Summary of Results - Qualitative Leadership roles are salient to team members Leadership condition may influence the enactment of these roles More reports of role enactment in the Centralized condition Emergent leadership behaviors influence selection of leaders

15. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz15 Summary of Results - Quantitative Role enactment did not vary by leadership condition Leaders encourage communication and working together more within their subgroups than between subgroups Subgroup leader role enactments are more related to performance and more so to subgroup performance than to team performance

16. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz16 Conclusions Roles identified in the traditional and virtual team literature are enacted by partially distributed team leaders There are real differences between subgroup and team leader behaviors Leaders focus more on within subgroup interaction than between subgroup interaction

17. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz17 Contributions Contributes to the understanding of leadership in partially distributed teams Validating scale reliability of the measures used of leadership role enactment for partially distributed teams

18. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz18 Limitations Small number of respondents Student subjects May not have experience with leadership Single coder coded the personal reflections Wiki transcripts not coded

19. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz19 Future Research Large scale study ongoing One week orientations added Train use of the wiki Raise awareness of challenges of working in partially distributed teams Disseminate information about leadership responsibilities Future large scale studies will also vary distance (geographic distance, time zone, and culture) Future field studies

20. Festschrift 2007 for Murray Turoff and Starr Roxanne Hiltz20 Leadership Roles and Issues in Partially Distributed Teams Thank you Questions?