Virtual communication, transformational leadership, and implicit leadership

✍ Scribed by Salter, Charles; Green, Mark; Duncan, Phyllis; Berre, Anne; Torti, Charles

• Publisher: Wiley (John Wiley & Sons)
• Year: 2010
• Tongue: English
• Weight: 102 KB
• Volume: 4
• Category: Article
• ISSN: 1935-2611
• DOI: 10.1002/jls.20164

✦ Synopsis

Abstract

This research was designed to test the theoretical relationship among personality, implicit leadership, and transformational leadership in a setting devoid of face‐to‐face communication, which we entitled virtual communication. Specifically, the study was designed to link, by using the International Personality Item Pool (IPIP), traits from the 5‐factor model of personality (the Big 5) to followers' perception of the leadership style of a virtual leader on the basis of Bass and Avolio's MLQ‐5X (1994). A voluntary sample consisted of undergraduate and graduate students from two universities in the south Texas area (N = 306). Respondents to the virtual communication rated Leader 1's communication, which used previously identified transformational language (Salter, Carmody‐Bubb, Duncan, & Green, 2007), as significantly more transformational than Leader 2's communication, using words not associated with transformational leaders. Participants who scored high in the Big 5 personality traits of agreeableness, openness to experience, conscientiousness, and extraversion rated the leader as more transformational while those high in neuroticism rated the leader as less transformational.