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Human Resource Management Review 27 (2017) 648–659
Contents lists available at ScienceDirect
Human Resource Management Review
journal homepage: www. elsevier. com/ locate/humres
Leadership in virtual teams: A multilevel perspective
Chenwei Liao
School of Human Resources and Labor Relations, Michigan State University, 368 Farm Lane Room 429, East Lansing, MI 48824, United States
a r t i c l e i n f o a b s t r a c t
Keywords: Understanding leadership functioning in virtual teams becomes critical as organizations in-
Leadership creasingly use dispersed teams for talent acquisition. In the current article I present a prelim-
Virtual teams inary model that explicates how task- and relationship-oriented leader behaviors influence
Virtual leadership team and individual processes and outcomes in virtual teams. Further, I discuss cross-level re-
Multilevel
lationships between virtual team and individual processes, as well as the boundary effects of
Team processes
Leader-member exchange (LMX) contextual factors (i.e., task complexity, task interdependence, and virtuality) in virtual leader-
ship functioning.
© 2016 Elsevier Inc. All rights reserved.
1. Introduction
“Virtual teams are here, and they are here to stay.”—Bell and Kozlowski (2002, p. 45)
The Society for Human Resource Management (SHRM) c
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