Leadership at a Distance

<p>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.</p><p><em>Leadership at a Distance</em> begins with an overview of the challenges leaders face in the 21st Century, followed by a discussion of:</p><ul> <li>Field studies and innovative ways of thinking about leadership in distributed work settings</li> <li>Experiments on the group dynamics and social processes involved in leading teams at a distance</li> <li>Research on leadership in large-scale distributed collaborations, as well as lessons learned about leadership at a distance and future research directions.</li> </ul><p>Managers, organizational behavior psychologists, human factors and industrial engineers, and sociologists will consider this book of interest and will appreciate its interdisciplinary scope.</p> <p>Preface. Foreword. <strong>Part 1. New Challenges for Leading at a Distance.</strong><em>S. Weisband,</em> Research Challenges for Studying Leadership at Distance. <em>T. Bikson, G.F. Treverton, J. Moini, G. Lindstrom,</em> Leadership in International Organizations: 21st Century Challenges. <strong>Part 2. Field Studies of Leadership in Distributed Work Settings.</strong><em>J. Cummings,</em> Leading Groups From a Distance: How to Mitigate Consequences of Geographic Dispersion. <em>E. Bradner, G. Mark,</em> Designing a Tail of Two Cities: Leaders’ Perspectives on Collocated and Distance Collaboration. <em>Y. Xiao, F.J. Seagull, C.F. Mackenzie, K. Klein, J. Ziegert,</em> Adaptation of Team Communication Patterns: Exploring the Effects of Leadership at a Distance, Task Urgency, and Shared Team Experience. <strong>Part 3. Experiments in Remote Leadership.</strong><em>S. Kahai, B. Avolio,</em> Effects of Leadership Style and Anonymity on the Discussion of an Ethical Issue in an Electronic Meeting System Context. <em>P. Balthazard, D. Waldman, L. Atwater,</em> The Mediating Effects of Leadership and Interaction Style in Face-to-Face and Virtual Teams. <em>G. Stasser, M. Augustinova,</em> Social Engineering in Distributed Decision Making Teams: Some Implications for Leadership at a Distance. <strong>Part 4. Leading Large-Scale Distributed Collaborations.</strong><em>B. Butler, L. Sproull, S. Kiesler, R. Kraut,</em> Community Effort in Online Communities: Who Does the Work and Why? <em>J. Birnholtz, T. Finholt,</em> Cultural Challenges to Leadership in Cyberinfrastructure Development. <em>C. Scaffidi, B. Myers, M. Shaw,</em> Trial by Water: Creating Hurricane Katrina “Person Locator” Web Sites. <em>C. Torrey, M. Burke, M. Lee, A. Dey, S. Fussell, S. Kiesler,</em> Approaches to Authority in Online Disaster Relief Communities After Hurricane Katrina. <strong>Part 5. Conclusion and Future Directions.</strong><em>S. Weisband,</em> Lessons About Leadership at a Distance and Future Research Directions.</p>