Shared Leadership in Virtual Teams at Work: Practical Strategies and Research Suggestions for Human Resource Development

Soo Jeoung Han, Nani Hazard

Research output: Contribution to journalReview articlepeer-review

9 Citations (Scopus)

Abstract

Working in virtual teams has become more prevalent in some industries, especially following the coronavirus (COVID-19) pandemic. To address rapidly developing markets, businesses are implementing changes in leadership structures, work systems, and technology adoption. Human resource development (HRD) and virtual HRD (VHRD) practitioners and researchers must draw on best practices from previous research regarding virtual teams to help meet organizational needs and changes. Shared leadership is one of the emerging approaches showing promise in tackling complex challenges as it responds to problems by drawing on all members’ expertise rather than on the authority of a few. To understand shared leadership in virtual teams, we conducted a systematic literature review to identify how shared leadership is conceptualized and measured in virtual team research. We also synthesized the antecedents and outcomes of shared leadership in virtual teams. We presented practical remote work strategies and future research suggestions for HRD and VHRD.

Original languageEnglish
Pages (from-to)300-323
Number of pages24
JournalHuman Resource Development Review
Volume21
Issue number3
DOIs
Publication statusPublished - 2022 Sept

Bibliographical note

Publisher Copyright:
© The Author(s) 2022.

All Science Journal Classification (ASJC) codes

  • Organizational Behavior and Human Resource Management

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