SOCIAL CONSTRUCTION OF LEADERSHIP IN VIRTUAL TEAMS: A QUALITATIVE STUDY

New technological developments have made virtual teams a common feature of the workplace. Scholars have examined the framework of leadership within virtual teams. However, the impact of relationships on leadership in virtual teams has not been studied effectively. This study aims to understand the role of relationships in virtual teams. To achieve this aim, Uhl-Bien’s (2006) Relational Leadership Theory was used as a framework. The theory claims that leadership is constructed by social relationships. Since virtual interactions differ from those in-person, it is expected that the social construction of leadership will also differ. A strategic execution software company was contacted, and interviews were conducted with eight employees. Participants were asked to discuss communication, relationships, leadership, and flexibility. To analyse data, the social constructionist approach was used. The data indicates that relationships have an important impact on leadership frameworks. Different relational dynamics cause different perceptions of leadership within a team.