Emergent Leadership, Persuasion, and Trust in Virtual Leaderless Groups

Susan Shepherd Ferebee

Kaplan University

James Wayne Davis

University of Phoenix

December 1, 2012

The Exchange, Vol. 1, No. 1, December 2012

Abstract:

Global organizations rely on temporary virtual collaboration between individuals dispersed across space and time to deliver competencies when and where needed. The problem is that current leadership theories do not adequately address leadership needs for this dependence on temporary leaderless collaboration. Emergent leadership might provide a leadership model for the continually fluctuating global environment, but little research exists about the factors that contribute to trust, persuasion, and emergence as a leader in leaderless virtual groups. This pilot study examines total text output, message content, and personalization as possible factors leading to trust and emergent leadership in these virtual teams. Understanding these factors can support the creation of and use of technologies that develop trust and that support the unique interaction patterns of these transitory groups.

Emergent Leadership, Persuasion, and Trust in Virtual Leaderless Groups

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