Date of Conferral







David Gould


Leaders support many workplace configurations that do not rely on the collocation of leaders and followers and may exhibit different interaction competencies with employees. There was limited understanding about these leadership competencies required in virtual work environments. The purpose of this nonexperimental study was to examine the relationship between the percentages of time spent weekly as a virtual leader (IV) and 6 leadership competencies (DVs), such as a leader's vision and values. The theoretical framework was based on Sandstrom and Smith's legacy leadership model. Study participants were randomly selected from forums (N = 93). Data were collected using the Legacy Leadership Competency Inventory LLCI instrument and analyzed using linear regression to assess the effect of percentage of work time as a virtual leader on a summative score for all answers on the LLCI and each of 5 competency indicators. Significant relationships between the IV and 2 DVs were identified: supporting leadership inspiration through communication and diverse team leadership. Findings may assist managers to improve leadership development, hiring, and support with global teams. One recommendation would be to extend the study participation to more diverse population groups to obtain better data. Implications of positive social change could be a reduction in costs to employers based on improved leadership competencies leading to more effective management. Employees could benefit from more enlightened leadership leading to a healthier workplace. Finally, customers might benefit from lower costs from more effective organizations.