Virtual Team Performance in a Statewide School Improvement Technical Assistance Organization

• In Event: Friday Roundtable Session 3:05 pm
  In Roundtable Session: Organizational and Instructional Theories, Supports, and Models for Leaders to Consider (Table 21)

Abstract

This paper presents a qualitative case study of a small statewide virtual organization that provides technical support services to underperforming schools and districts as identified by the state educational agency. The study was framed using the emerging theory of Virtual Team Performance to examine perceptions of e-leadership and team dynamics. Findings indicate the organization is a high-performing virtual team with a non-hierarchical structure. It is characterized by shared leadership, empowerment, high levels of trust, and clear and consistent expectations and communication. A revised version of the theory is proposed that better captures the nuances of what was happening in the organization. The study has implications for state, district, and school-level organizations that operate virtually or wish to do so.

Authors

• Jean A. Patterson, Wichita State University

• Lauren E. Soliday, Goodwill Industries of Kansas

• Christina O'Toole, Wichita State University

• Alicia Sanchez, Wichita State University