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Organizations in the age of modern technology have a diverse workforce, who are spread around the globe, and the business leaders of the 21st century need to understand how best to manage, overcome new challenges, and know the various skills of team members to capitalize on their differences and unique skills. To allow those geographically dispersed workers to reach their full potential and facilitate team success. Global virtual teams (GVTs) operate in complex environments characterized by diverse cultural and organizational elements. The primary purpose of this correlational and nonexperimental quantitative research was to examine the impact of transformational leadership on GVTs, their productivity, and job satisfaction with leadership effectiveness. Using the Multifactor Leadership Questionnaire (MLQ) and the Job Satisfaction Survey (JSS), data analyzes were completed through SurveyMonkey.com and SPSS software. The study measured transformational leadership, the independent variable, by the leader's ability to motivate workers to be satisfied and productive, and by the leader's effectiveness in the organization. Data were assessed by frequency analysis, moderation analyzes, and multiple regression analysis on the dependent variables of job satisfaction, leadership effectiveness, and productivity. The findings from this study reinforced the positive relationships found between transformational leadership, employee productivity, and leadership effectiveness in GVTs. Results also showed that motivated employees increase productivity and help in the organization's growth. Implications for positive social change included improvements in GVT interactions to increase the exchange of diverse ideas that lead to increased productivity and job satisfaction.
Wojtara-Perry, Shery, "The Impact of Transformational Leadership Style on the Success of Global Virtual Teams" (2016). Walden Dissertations and Doctoral Studies. 2180.