APOLOGIES FOR CROSS-POSTING
I am pleased announce that Lawrence Erlbaum Associates has published
LEADERSHIP AT A DISTANCE: RESEARCH IN TECHNOLOGICALLY-SUPPORTED WORK
Lawrence Erlbaum Associates, 2007, 264p., ISBN: 978-0-8058-5097-0
Suzanne Weisband (Ed.)
This book offers insights from a noted group of scholars who discuss
the complex phenomenon of leadership in distributed work settings -
also known as leadership at a distance. Editor Suzanne Weisband
addresses the ubiquitous roles leaders play, their scale of work, and
the range of technologies available to them, while setting new
directions in studying leadership at a distance. A unique perspective
of empirical research unfolds, representing a variety of fields and
methods to foster a better understanding of the role technology plays
in leadership, and how leadership is shaped by the use of technology.
Leadership at a Distance begins with an overview of the challenges
leaders face in the 21st century, followed by a discussion of: field
studies and innovative ways of thinking about leadership in
distributed work settings; experiments on the group dynamics and
social processes involved in leading teams at a distance; and
research on leadership in large-scale distributed collaborations, as
well as lessons learned about leadership at a distance and future
The scholars who contributed to this book are located with
disciplinary and interdisciplinary programs in psychology,
organizational behavior, information systems, computer science, human-
computer interaction, cognitive science, management, and other hybrid
fields. Many will consider the book of interest and appreciate its
Preface. Foreword: Thomas W. Malone. Part I: New Challenges for
Leading at a Distance. S. Weisband, Research Challenges for Studying
Leadership at Distance. T. Bikson, G.F. Treverton, J. Moini, G.
Lindstrom, Leadership in International Organizations: 21st Century
Challenges. Part II: Field Studies of Leadership in Distributed Work
Settings. J. Cummings, Leading Groups From a Distance: How to
Mitigate Consequences of Geographic Dispersion. E. Bradner, G. Mark,
Designing a Tail of Two Cities: Leaders’ Perspectives on Collocated
and Distance Collaboration. Y. Xiao, F.J. Seagull, C.F. Mackenzie, K.
Klein, J. Ziegert, Adaptation of Team Communication Patterns:
Exploring the Effects of Leadership at a Distance, Task Urgency, and
Shared Team Experience. Part III: Experiments in Remote Leadership.
S. Kahai, B. Avolio, Effects of Leadership Style and Anonymity on the
Discussion of an Ethical Issue in an Electronic Meeting System
Context. P. Balthazard, D. Waldman, L. Atwater, The Mediating Effects
of Leadership and Interaction Style in Face-to-Face and Virtual
Teams. G. Stasser, M. Augustinova, Social Engineering in Distributed
Decision Making Teams: Some Implications for Leadership at a
Distance. Part IV: Leading Large-Scale Distributed Collaborations. B.
Butler, L. Sproull, S. Kiesler, R. Kraut, Community Effort in Online
Communities: Who Does the Work and Why? J. Birnholtz, T. Finholt,
Cultural Challenges to Leadership in Cyberinfrastructure Development.
C. Scaffidi, B. Myers, M. Shaw, Trial by Water: Creating Hurricane
Katrina “Person Locator” Web Sites. C. Torrey, M. Burke, M. Lee, A.
Dey, S. Fussell, S. Kiesler, Approaches to Authority in Online
Disaster Relief Communities After Hurricane Katrina. Part V:
Conclusion and Future Directions. S. Weisband, Lessons About
Leadership at a Distance and Future Research Directions. Index.
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