2006/11/08 by Laura A. Hambley, Laura Hambley, Tom O’Neill +3 · 4 citations
Business, Management and Accounting · Psychology · Social Sciences · #Customer Service Quality and Loyalty #Knowledge Management and Sharing #Team Dynamics and Performance
paper · doi:10.1016/j.obhdp.2006.09.004
openalex publication_date 2006/11/08 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/30
This study investigated the effects of transformational and transactional leadership styles and communication media on team interaction styles and outcomes. Teams communicated through one of the following three ways: (a) face-to-face, (b) desktop videoconference, or (c) text-based chat. Results indicated that transformational and transactional leadership styles did not affect team interaction styles or outcomes; that the mean constructive interaction score was higher in FTF than videoconference and chat teams, but not significantly higher in videoconference than chat teams; and that teams working in richer communication media did not achieve higher task performance than those communicating through less rich media. Finally, mean team cohesion scores were higher in FTF and videoconference than chat teams, but not significantly higher in FTF than videoconference teams. These results provide further evidence that communication media do have important effects on team interaction styles and cohesion.