Cyber-based Leadership Cues

Revised Thesis Statement

There is a cyber-based cue leadership emergence process in virtual communities and this process emulates the traditional leadership process in context; however, virtual communities utilize unique cyber-based cues to recognize virtual leadership. These cues work within the context of medium convergence and serve to enhance, regulate, and maintain the cohesiveness of the communities; the presence and strength of such cues determines a community’s effectiveness.

Introduction

I contend that because these virtual communities are relevant to convergence models and its noted concepts, their intricacies, as a community group, recognize and follow practice of the traditional hierarchical concept of emergence of leadership while utilizing the new and exciting mediums of today’s cyber-based societal communication.

This traditional leader-role emergence within the confines of the on-line CMC virtual community, utilizes cyber-based context and tasks as cues to determine leadership selection rather than the normal face-to-face verbal and non-verbal cues of leadership determination utilized in real-world groups. These cues are found in a convergence of mediums and their usage plays an important role in the cyber-based context that is utilized to determine virtual community leadership selection.

Article Summaries

Yoo, Y. and Alvi, M (2003). Emergent leadership in virtual teams: what do emergent leaders do?
Information and Organization, Vol(14)1, January 2004, pp. 27-58.
Doi:10.1016/j.infoandorg.2003.11.001, Retrieved March 6, 2009.

This article was based on a study that examined the “behaviors and roles that are enacted by emergent leaders” in virtual groups (Yoo & Alvi, p.1). It provided definition of leadership within the virtual context, described the challenges affiliated with the cyber-based cues of virtual leadership, and gave the ideology of leadership perspective within the scope of the traditional leadership emergence cues of traits, behavior, and contingency.

It is in direct correlation with paper subject matter.

Guastello, S. (2004). Non-linear dynamics and leadership emergence. The Leadership
Quarterly, Vol(18), 4, August 2007, pp. 357-369
Doi:10.1016/j.leaqua.2007.04.005, Retrieved March 6, 2009.

This article looks at the cyber leadership emergence process within the context of virtual groups and the systems concepts of non-linear dynamical systems concepts (NDS, attractors, tension reduction, goal realism, tasks, hierarchy,) as they relate to virtual group structure.

It is directly related to my paper because it clarifies that structure does exist within virtual groups and looks at several cyber-base cues that support leadership emergence and formation and maintenance of structure for the group. It also presents the LMX leadership theory within the scope of cyber-based traits.

Johnson, C. (2001). A survey of current research on online communities of practice.
The Internet and Higher Education, Vol(4)1, 1st Quarter 2001, pp. 45-60
Doi:10.1016/S1096-7516(01)00047-1, Retrieved March 6, 2009.

This article examines current literature and virtual communities within the concept of network technologies and the group’s communication and collaboration techniques. It explains that just because a virtual community is formed and exists does not mean that a set “community of practice” will evolve. Research suggests that task-based learning and need must be present for them to do so. It also shows that the absence of face-to-face contact within web-based tools can be advantageous because it diminishes and suppresses traditional group behaviors. It further explores the hindrance of virtual groups (lack of response time, cultural difference, non-related discussion content, etc.).

It is important because it gives a foundation for virtual group consistency and formulation through the utilization of network technology which can provide an understanding of technological foundation of cyber-based cues for emergent leadership.