Factors affecting Virtual Team Performance: A Theoretical Integration

Abstract

Organizations require E-leadership and virtual team performance to face the challenges within the dynamic environment. Though E-leadership is a concept that has previously been discussed, academic literature on this concept is scarce. The authors drew on the leader-member exchange theory and social cognitive theory to address these problems by proposing the mediation effect of technology self-efficacy and moderating effect of corporate culture on the relationship between E-leadership and virtual team performance. This conceptualization contributes to the expansion of understanding on virtual team performance through E-leadership. It provides practitioners and managers with insights into strategies they can utilize to enhance the virtual team performance of the organizations.