The Impact of Virtuality and Shared Leadership on Virtual Team Performance

Previous studies show divergent views of shared leadership in the team performance of virtual teams. In this study, we seek to understand the mediating and moderating roles of trust, commitment, and virtuality among virtual team members on performance within the context of shared leadership. We conducted a questionnaire-based survey to gather perspectives on shared leadership and performance and analysed responses through structural equation modelling. We find that there is a significant positive effect between the two and that virtuality plays a significant moderating role for virtual team performance. In addition, we find that when virtuality increases, the mediating effect of trust and commitment is not significant, which challenges previous findings

Collective Motivational Attitudes In Cooperative Problem Solving

In this paper we investigate the role of collective commitments in groups of agents involved in Cooperative Problem Solving (CPS). Collective intentions and collective commitmens are formalized in the logical framework designed by Rao and Georgeff in [22]. The novelty of our approach is to base a collective commitment on a social plan, and defining it in terms of collective intentions and pairwise social commitments between team members together with mutual beliefs about them. During social plan execution collective commitment within a group inevitably leads to the execution of agent-specific actions. However, due to the dynamic and possibly unpredictable environment, team members may fail their actions or be presented with new opportunities. Thus, it is necessary for them to monitor action performance and replan based on the present situation. This leads to the reconfiguration problem. In order to solve this problem, the main phases of CPS, namely construction, maintenance, and reali..