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The Extent to Which the Six E-Leadership Competencies Influence Team Member Engagement in U.S. Virtual Construction Project Teams.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	The Extent to Which the Six E-Leadership Competencies Influence Team Member Engagement in U.S. Virtual Construction Project Teams./
Author:	Donohue, Rosemary.
Description:	1 online resource (105 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-08, Section: A.
Contained By:	Dissertations Abstracts International85-08A.
Subject:	Educational leadership. -
Online resource:	click for full text (PQDT)
ISBN:	9798381720730

The Extent to Which the Six E-Leadership Competencies Influence Team Member Engagement in U.S. Virtual Construction Project Teams.
Donohue, Rosemary.

The Extent to Which the Six E-Leadership Competencies Influence Team Member Engagement in U.S. Virtual Construction Project Teams. - 1 online resource (105 pages)

Source: Dissertations Abstracts International, Volume: 85-08, Section: A.

Thesis (Ph.D.)--Capella University, 2024.

Includes bibliographical references

The purpose of this research was to examine to what extent the six e-leadership competencies of e-communication, e-trustworthiness, e-social skills, e-change management, e-technology knowledge, and e-team building influence team member engagement in U.S. virtual construction project teams. Project team members relocated workspaces from face-to-face to virtual during the global COVID-19 pandemic, creating new challenges for leaders of virtual teams. It is known that virtual leaders require additional competencies to influence virtual team member engagement compared to face-to-face leaders. It is unknown what these competencies are or if one is more influential than another. A correlation design study was utilized to examine the relationship between the independent variables of e-leadership competencies and the dependent variable of team member engagement. The research methodology was quantitative and nonexperimental. A sample of 195 U.S. virtual construction team members consisted of 22% project analysts, 16% project engineers, 14% project specialists, 9% project schedulers, 9% surveyors, 8% designers, 6% construction assistants, 5% lead engineers, 3% construction forepersons, 2% inspectors, 1% construction schedulers, and 5% wrote in various positions. Data from 195 surveys was used in the multiple regression analysis to conclude that the e-leadership competencies of e-trustworthiness, e-communication, e-change management, and e-social skills were statistically significant predictors of team member engagement in U.S. virtual construction project teams. The research supports that when hiring or training project managers for U.S. virtual construction projects, considering those with e-leadership competencies results in team members who are more likely to solve problems, meet deadlines, and achieve problem goals. The research results could potentially fill a gap in developing e-leadership theory.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798381720730Subjects--Topical Terms:

585508
Educational leadership.
Subjects--Index Terms:

E-leadershipIndex Terms--Genre/Form:

554714
Electronic books.

The Extent to Which the Six E-Leadership Competencies Influence Team Member Engagement in U.S. Virtual Construction Project Teams.
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