Welcome to the InfoSci Platform
Culture: Leadership Principles for Building Healthy and Productive Distributed Teams

Culture: Leadership Principles for Building Healthy and Productive Distributed Teams

Mark A. Rennaker, Dan Novak
Copyright: © 2011 |Pages: 18
ISBN13: 9781609605339|ISBN10: 1609605330|EISBN13: 9781609605346
DOI: 10.4018/978-1-60960-533-9.ch003
Cite Chapter Cite Chapter

MLA

Rennaker, Mark A., and Dan Novak. "Culture: Leadership Principles for Building Healthy and Productive Distributed Teams." Distributed Team Collaboration in Organizations: Emerging Tools and Practices, edited by Kathy L. Milhauser, IGI Global, 2011, pp. 32-49. https://doi.org/10.4018/978-1-60960-533-9.ch003

APA

Rennaker, M. A. & Novak, D. (2011). Culture: Leadership Principles for Building Healthy and Productive Distributed Teams. In K. Milhauser (Ed.), Distributed Team Collaboration in Organizations: Emerging Tools and Practices (pp. 32-49). IGI Global. https://doi.org/10.4018/978-1-60960-533-9.ch003

Chicago

Rennaker, Mark A., and Dan Novak. "Culture: Leadership Principles for Building Healthy and Productive Distributed Teams." In Distributed Team Collaboration in Organizations: Emerging Tools and Practices, edited by Kathy L. Milhauser, 32-49. Hershey, PA: IGI Global, 2011. https://doi.org/10.4018/978-1-60960-533-9.ch003

Export Reference

Mendeley
Favorite

Abstract

Culture represents a pattern of beliefs, values, assumptions, and behaviors that both develops and persists over time within a social unit. Cultural patterns might be observed at multiple levels including beliefs or assumptions (Schein, 2004), multiple layers including corporate or global (Marquardt & Engel, 1993), multiple factors including religion and family (Marquardt & Engel, 1993), and multiple dimensions including power-distance and uncertainty avoidance (Hofstede, 2001). The multiple locations and individual cultures represented by distributed team members suggests that creation and enhancement of culture by distributed team leaders is more complex than in face-to-face teams. Culture-building tools available to leaders include primary embedding mechanisms such as what leaders pay attention to and who leaders recruit, along with secondary embedding mechanisms including philosophies and creeds (Schein, 2004).

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.