As more organisations adopt remote working, the need for enhanced communication becomes increasingly apparent. The dynamics of teamwork via digital platforms differ significantly from in-person interactions, which prompts the question: how are companies fostering leadership in these virtual environments?

Recent research, a collaborative effort between Binghamton University, other State University of New York institutions, and various research centres has delved into this question. The study’s unique approach sheds light on the fact that in virtual teams, where nonverbal cues are scarce, an individual’s active participation and ability to influence the conversation significantly shape their perception as a leader.

However, it’s not just about dominating the conversation. For leadership to be effective and for team collaboration to flourish, it’s essential that all group members actively contribute. These insights are not just theoretical, but they are poised to inform the development of new training programmes that aim to enhance verbal communication skills in virtual workspaces, thereby improving the structure and effectiveness of virtual teams in practice.

Fuhe Jin, PhD ’23, now an Assistant Professor of Management at The College of New Jersey, emphasises the importance of emergent leadership in online settings. According to Jin, reliance on effective communication is heightened in virtual environments since traditional cues from formal leaders are less observable. For individuals aiming to be recognised as leaders within virtual groups, it becomes essential to monitor how the audience reacts to their contributions closely and to support the ideas of others to facilitate smoother communication.

The research analysed data collected from 51 participants across 12 virtual teams at universities in Tokyo from 2021 to 2022. Findings indicated that team members whose contributions elicited positive reactions such as inspiration or affirmation from their peers were more likely to be identified as emergent leaders, highlighting their pivotal role in team communications.

Researchers employed a cutting-edge machine-learning algorithm to study the verbal dynamics of these virtual teams. The algorithm tracked positive feedback phrases like ‘You are correct,’ ‘Indeed it is,’ and ‘I agree with you,’ and also measured each participant’s engagement and responsiveness levels.

Associate Professor of Entrepreneurship Chou-Yu (Joey) Tsai noted that a critical observation from the data analysis was that mere dominance in team discussions does not necessarily equate to effective leadership. In virtual settings, where nonverbal cues are limited, verbal interactions are more important for all team members. Tsai’s insights underline the importance of mutual understanding within the team, which enhances the perception of leadership and bolsters the leader’s effectiveness.

This research adds a valuable dimension to artificial intelligence studies. As SUNY Distinguished SSIE Professor Hiroki Sayama pointed out, AI can be leveraged to improve human collaboration in teams rather than replace them.

Furthermore, the study suggests that organisations should invest more in developing individuals’ verbal interaction skills and fostering socio-emotional support within teams to cultivate potential leaders better. Sayama remarked on the scientific significance of these findings, noting that leadership emerges from complex interpersonal interactions. This marks a departure from the traditional view that often attributes leadership to specific individual traits such as vision, determination, or charisma, instead highlighting that leadership is fundamentally relational.

More information: Fuhe Jin et al, Leader Emergence in the Digital Realm: Exploring Communication Dynamics via Machine Learning, Academy of Management Proceedings. DOI: 10.5465/AMPROC.2024.17615abstract

Journal information: Academy of Management Proceedings Provided by Binghamton University