Perceptions of leadership effectiveness in global virtual teams: Gender, personality, and self- versus peer evaluations

Abstract

This two-study paper examines the link between gender and perceived leadership effectiveness in self-organized Global Virtual Teams (GVTs). Perceived leadership effectiveness is assessed through both self and peer evaluations across a combined sample of 2,430 participants (predominantly students with work experience) from 96 countries, organized into 533 GVTs. The findings from both studies indicate that, in global virtual teams (GVTs), women are perceived by their peers as more effective leaders compared to men. Moreover, women show a smaller gap between self and peer evaluations, suggesting greater alignment between their self-assessments and teammate evaluations. Additionally, Big Five personality traits, specifically Conscientiousness and Extraversion, positively influence peer evaluations of perceived leadership effectiveness. Finally, no single espoused national cultural value of the individuals being rated consistently predicted perceived leadership effectiveness across both studies. Although Masculinity and Collectivism were significant in one study and Uncertainty Avoidance in the other, none showed a consistent effect across both studies. These findings provide valuable insights for recruitment and performance management practices and suggest important directions for future research on gender dynamics and leadership in global virtual teams.