SHARED LEADERSHIP EFFECTIVNESS IN FACE-TO-FACE AND VIRTUAL CONDITIONS: A SOCIAL NETWORK ANALYSIS King, Adrienne The purpose of this study was to investigate the relationship between shared leadership, performance, and team affect across two communication-medium conditions: face-to-face and virtual interactions. After completing the “Lost-at-Sea” (Nemiroff & Pasmore, 1975) exercise, undergraduate students in leaderless teams (N = 75) of three reported their experiences and evaluated team members’ interactions and behaviors. Based on the functional leadership theory (McGrath, 1962), shared leadership was described by task and socio-emotional behaviors, and measured through social network analysis. Regression analysis revealed shared leadership’s positive influence on group affect and the condition’s impact on objective standards of performance. A follow-up mediational analysis revealed that team affect had a significant impact on the relationship between shared leadership and decision time. Additionally, post hoc analysis revealed that the level of shared leadership was higher in face-to-face teams, compared to teams in the computer-mediated condition. A discussion of the results and implications for practice are provided. In conclusion, this study highlights the importance of using shared leadership teams in modern organizations. M.S. in Industrial / Organizational Psychology, December 2013 Ayman, Roya 2013 2013-12 Thesis application/pdf islandora:7280 http://hdl.handle.net/10560/3211 PSYCH / Institute of Psychology Illinois Institute of Technology en In Copyright http://rightsstatements.org/page/InC/1.0/ Restricted Access