Leadership in virtual teams of technology-based companies: an abductive thematic analysis

Purpose Technology-based companies (TBCs) often rely on virtual teams (VTs), which allow them to overcome the limitations of face-to-face teams. However, VTs have their own challenges in terms of relationships. The relational dynamics and the influence of the organizational context on VTs is not yet entirely clear. In this study, the authors aims to explore some leadership dynamics in teams working in TBCs. Design/methodology/approach This research explores how the leadership role has been adapted to TBCs adopting agile methodologies. The authors conducted an abductive thematic analysis of the accounts of seven leaders and nine members of six VTs operating in Latin American TBCs. Findings The authors’ results suggest that team cohesion depends directly on open communication and active listening, informal relationships and spaces for growth. Some of the interviewed leaders indicate that they implement these practices to incite bonds within their teams. In this sense, the participants of the authors’ study place great value on interpersonal relationships that emerge in informal spaces to strengthen communication and trust. Furthermore, the authors’ findings suggest that agile methodologies enable the creation of a formal structure. Specifically, these methodologies clearly establish workflows, roles and individual responsibilities. Originality/value The authors’ study explores leadership dynamics in virtual environments. The findings suggest that adopting agile methodologies in VTs should be approached with caution. The formation modality of VTs may be critical to the success of agile methodologies in TBCs.