Globalization and technological developments have made it possible to engage in virtual work modes. Globalization also enabled an enormous spread of the ongoing pandemic of covid-19. A situation that forced previously co-located teams to become virtual teams. This required an adaption for leaders to lead in an environment that differs vastly from traditional ones.We conducted a multiple case study with an abductive approach and qualitative method in which 10 semi-structured interviews were held with practitioners across 3 business cases that were experiencing a transition into a virtual work mode.The findings suggest that the work relations between leaders and followers change in several ways when previously co-located teams become virtual teams. This entails new challenges and a shift in the use of leadership styles as well as follower behavior.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:lnu-95329 |
| Date | January 2020 |
| Creators | Abrahamsson, Evelina, Ollander Axelsson, Jonathan |
| Publisher | Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE) |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
Page generated in 0.0018 seconds