APOLOGIES FOR CROSS-POSTING

I am pleased announce that Lawrence Erlbaum Associates has published  
the book:

LEADERSHIP AT A DISTANCE:  RESEARCH IN TECHNOLOGICALLY-SUPPORTED WORK

Lawrence Erlbaum Associates, 2007, 264p., ISBN: 978-0-8058-5097-0  
(PB)  http://www.psypress.com/9780805850970

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  
research directions.

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  
interdisciplinary scope.
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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