Towards a Framework for Trust Development between Leaders and Members of Virtual Teams

This research outlines a framework (for subsequent testing) of trust development between leaders and member of virtual teams (VTs). Such research is important as trust has been identified as critical to VT success (Daim et... [ view full abstract ]

This research outlines a framework (for subsequent testing) of trust development between leaders and member of virtual teams (VTs). Such research is important as trust has been identified as critical to VT success (Daim et al., 2012; Derven, 2016), perhaps even the number one factor impacting VT performance (Govindarajan and Gupta, 2001; Phadnis and Caplice, 2013). While there is an extensive trust literature focused on traditional working arrangements studies have found that trust forms differently in a virtual environment (Coppola et al., 2004) and that VTs are facing significant trust related challenges (Witchalls, 2009; Dennis, Overholt and Vickers, 2014).

The dominant focus of the VT trust literature has heretofore been on team member relationships (Jarvenpaa et al., 1998; Chen et al., 2011), with little research focused on leader-member dyads. This lack of research is surprising given the importance of manager-employee trust identified in numerous studies (Colquitt et al., 2007; CIPD, 2012). It is also concerning as trust building capabilities are considered a hallmark of successful VT leaders (Lepsinger and DeRosa, 2015) and the lack of research means that there is little guidance for leaders seeking to form high trust relationships with VT members.

While the research into team member trust provides some useful insights, a specific focus on leader-member dyads is required to take into account the different factors argued to influence this relationship when compared to peer relationships (Gillespie, 2003).This paper reviews the trust literature and proposes a framework to be tested empirically, along with a planned research design.