Group versus individual focused transformationl leadership on social loafing behavior in virtual teams

VIETNAM NATIONAL UNIVERSITY, HANOI VIETNAM JAPAN UNIVERSITY NGUYEN NHU NAM ANH GROUP VERSUS INDIVIDUAL-FOCUSED TRANSFORMATIONAL LEADERSHIP ON SOCIAL LOAFING BEHAVIOR IN VIRTUAL TEAMS MASTER'S THESIS VIETNAM NATIONAL UNIVERSITY, HANOI VIETNAM JAPAN UNIVERSITY NGUYEN NHU NAM ANH GROUP VERSUS INDIVIDUAL-FOCUSED TRANSFORMATIONAL LEADERSHIP ON SOCIAL LOAFING BEHAVIOR IN VIRTUAL TEAMS MAJOR: MASTER OF BUSINESS ADMINISTRATION CODE: 8340101.01 RESEARCH SUPERVISORS: Associate Prof KODO YOKOZAWA Dr TRAN THI BICH HANH Hanoi, 2021 ACKNOWLEDGEMENT A complete study could not be done without any assistance from others Therefore, I would like to give my acknowledgement to their support and motivation during the time of doing this master thesis research as a requirement for completing my Master of Business Administration at Vietnam Japan University First of all, I wish to express my sincere thanks to my supervisors, Associate Prof Dr Kodo Yokozawa and Dr Tran Thi Bich Hanh for their insightful feedback and motivation The research would have been difficult to complete without their guidance and inspiration I would like to express my heartfelt appreciation and gratitude to Ms Huong, MBA program assistant, for her unwavering support of my master’s studies and research, regardless of being on maternity leave during my second year at VJU I am also grateful to my classmates, Ms Do Hai Yen, Ms Nguyen Thi Anh and Ms Nguyen Thi Ha for their encouragement and sharing during the past two years at VJU Thanks to them, I received positive peer pressure, which motivated me to conduct the research proactively and complete the master’s thesis I would also like to thank Mr Nguyen Anh Hao, a senior student at VJU who is currently studying for a Ph.D at Yokohama National University, for sharing his experience and knowledge, as well as supporting me in the process of writing a thesis Finally, I want to express my heartfelt gratitude to my parents for their unending love, care, and support, which has inspired and motivated me throughout my life Nguyen Nhu Nam Anh ABSTRACT Globalization and the developments in digital and communication technology are fueling the growth of virtual teams in the workplaces With the spread of the Coronavirus disease (COVID-19), the number of virtual group works has increased dramatically since the beginning of 2020 Employees profit from remote working due to its flexible working environment, therefore it could become a new standard in the future Working effectively in a dispersed area without face-to-face communication, however, can be a challenge In a dispersed situation, where social influence and direct supervision are limited, and the contributions are less apparent, some members may exert less effort than anticipated This phenomenon is called social loafing In virtual teams, leaders are responsible for members’ working performance as well as individual attitude towards work, including social loafing behavior Hence, the purpose of this study is to examine the effect of two transformational leadership styles (group-focused and individualfocused) on individual social loafing behavior in virtual teams To collect samples for quantitative analysis, an online survey questionnaire was employed Participants in this study included Vietnamese employees who work remotely and are currently involved in online projects teams led by managers or team leaders The author obtained 461 responses via an online survey, with a total of 249 valid responses that could be used for data analysis after screening The results from multiple regression analysis revealed that group-focused transformational leadership has no effect on social loafing, while individual-focused transformational leadership has a negative effect on individual social loafing, with the exception of intellectual stimulation behavior This finding will aid managers in dealing with the challenges of leading virtual team such as productivity loss, particularly social loafing Keywords: transformational leadership, group-focused, individual-focused, dual-level, social loafing, virtual teams TABLE OF CONTENTS ACKNOWLEDGEMENT ABSTRACT TABLE OF CONTENTS LIST OF TABLES i LIST OF FIGURES ii LIST OF ABBREVIATIONS iii CHAPTER INTRODUCTION 1.1 Research Motivation .1 1.1.1 Practical Necessity 1.1.2 Theoretical Necessity 1.2 Research Objective 1.3 Research Contribution CHAPTER LITERATURE REVIEW 2.1 Virtual Teams 2.1.1 Definition of Virtual Teams 2.1.2 The Benefits and Drawbacks of Virtual Teams .5 2.2 Leadership in Virtual Teams 2.2.1 Virtual Leadership 2.2.2 Transformational Leadership in Virtual Teams .8 2.3 Group- and Individual-Focused Transformational Leadership .9 2.3.1 Group-Focused Transformational Leadership 2.3.2 Individual-Focused Transformational Leadership 10 2.4 Social Loafing 11 2.4.1 Definition of Social Loafing 11 2.4.2 Social Loafing in Virtual Teams 12 2.5 Research Gap and Research Question 13 CHAPTER RESEARCH HYPOTHESIS AND METHODOLOGY 14 3.1 Research Hypothesis 14 3.1.1 Group-Focused Transformational Leadership and Social Loafing .14 3.1.2 Individual-Focused Transformational Leadership and Social Loafing .15 3.2 Research Methodology 16 3.2.1 Population .16 3.2.2 Sampling Method and Size 17 3.2.3 Data Collection Process 17 3.2.4 Data Analysis Approach 18 3.2.5 Measurements .19 CHAPTER DATA PRESENTATION 22 4.1 Descriptive Statistics 22 4.1.1 Frequency Analysis .22 4.1.2 Descriptive Analysis .23 4.2 Reliability Analysis .25 4.3 Exploratory Factor Analysis (EFA) .26 4.3.1 Exploratory Factor Analysis for Independent Variables .26 4.3.2 Exploratory Factor Analysis for Dependent Variable 28 4.4 Multiple Regression Analysis 28 4.5 Hypothesis Testing 30 CHAPTER DISCUSSION AND CONCLUSION 32 5.1 Discussion 32 5.1.1 Group-Focused Transformational Leadership and Social Loafing .32 5.1.2 Individual-Focused Transformational Leadership and Social Loafing .33 5.1.3 Considering the Vietnamese Context in this Study .34 5.2 Implication 35 5.2.1 Theoretical Implication 35 5.2.2 Practical Implication .35 5.3 Conclusion 36 5.4 Limitation and Future Research 37 REFERENCES 40 LIST OF TABLES Table 3.1 Measurement Scale for Group- and Individual-Focused Transformational Leadership .19 Table 3.2 Measurement Scale for Social Loafing 20 Table 4.1 Table of Frequency Statistics .22 Table 4.2 Frequency Table of Team Size, Team Tenure and Gender 22 Table 4.3 Descriptive Table of Independent Variables 24 Table 4.4 Descriptive Table of Dependent Variable 25 Table 4.5 Cronbach’s Alpha Table .26 Table 4.6 KMO and Bartlett’s Test of Independent Variables .27 Table 4.7 Rotated Component Matrix of Independent Variables 27 Table 4.8 KMO and Barlett’s Test of Dependent Variable 28 Table 4.9 Regression Analysis Summary 29 Table 4.10 Hypothesis Testing Summary 31 i LIST OF FIGURES Figure 3.1 Research Model 16 ii LIST OF ABBREVIATIONS I-TFL: Individual-Focused Transformational Leadership G-TFL: Group-Focused Transformational Leadership SL: Social Loafing SLTQ: Social Loafing Tendency Questionnaire TFL: Transformational Leadership iii CHAPTER INTRODUCTION Through demonstrating the research motivation, this chapter presents the subject to be examined in this thesis In addition, the research objectives, research questions and research contributions are discussed in this section below 1.1 Research Motivation 1.1.1 Practical Necessity The way people work in organizations nowadays is being reshaped by advances in information and communication technology, as well as globalization and increased competition (Bal & Teo, 2000; Bell & Kozlowski, 2002) In the business world, virtual works have become popular among groupworks (Powell et al., 2004) For their working practices, groups are increasingly dependent on different communication tools such as text messaging, email, and video meetings According to Dulebohn and Hoch (2017, p 569), virtual teams are “work arrangements where team members are geographically dispersed, have limited face-toface contact and work interdependently through the use of electronic communication media to achieve common goals” Virtual teams have now been a recent movement towards working across the organization boundaries, which enables more flexibility and adaptability for organizations Remote working in virtual teams has many advantages, including reduced travel time and costs, increased flexibility to assemble a team of professionals and expertise across time and distance, improving equal opportunities and discouraging discrimination (Bergiel et al., 2008) With the Coronavirus disease (COVID-19) outbreak, organizations worldwide have adopted remote working or working from home As a result, the number of group work in virtual context has increased rapidly since the beginning of 2020 According to the Statistica Research Department, the number of employees in the US worked at home five days or so a week has surged to 44 percent during the Coronavirus disease (COVID19) pandemic, compared with 17 percent before the outbreak Moreover, there is Mlitz, K (2021, April 09) Remote work frequency before/after COVID-19 2020 Retrieved May 25, 2021, from https://www.statista.com/statistics/1122987/change-in-remote-work-trends-after-covid-in-usa/ Third, the Social Loafing Tendency Questionnaire (SLTQ) used to assess individual social loafing was a subjective self-report measurement, which could introduce bias and impair the internal validity of the results For more valid outcome regarding social loafing activity, future studies should consider using cross-sectional design or longitudinal design Fourth, the context variables that could moderate the effect of transformational leadership on social loafing in virtual teams were not considered in this study Team virtuality, in particular, may play an important role in moderating the effectiveness of TFL in virtual context Several studies offer empirical evidence, suggesting a positive relationship between virtuality and social loafing in teams (Alnuaimi et al., 2010; Blaskovich, 2008) According to Schweitzer and Duxbury (2010), there are several dimensions that can be used to assess the degree of virtuality, including geographic dispersion, the degree of collocation, the degree of asynchronous work, and the degree of electronic dependence The targeted object in this study was employees who are currently working from home or remote workers and using videoconference as a main communication tool Future research should consider using team virtuality as a moderator for a better outcome, as well as comparing the result in other types of communication media based on the degree of media richness Fifth, this study only examined the direct impact of two factors and did not investigate the mechanism by which dual-level transformational leadership affects individual social loafing in virtual teams Future research may broaden the research paradigm by applying the IPO model (input-process-output) in a virtual context to determine which factors mediate the process of dual-level transformational leadership and social loafing Finally, due the fact that this study aimed to evaluate the preliminary model regarding TFL and social loafing, the research methodology did not take into account the factor regardings the team structure, team type and task type The makeup of an individual team or a multi-team system is referred to as team structure, while each team might have a different task attribute and task types based on the team types An administrative team, for example, may have to cope with high task complexity, and the workflow will be regulated by both internal (within team) and external (organizational 38 level) factors, while self-managed teams (SMTs) will have complete management authority over their own work If such variables are considered in the study, the result regarding the impact of leadership on social loafing may differ Hence, future research might include clarifying the team structures, team types as well as task types in the research methodology for a clear and reliable outcome Future studies could also focus exclusively on a certain business sector, such as marketing, IT, or the service sector The characteristics of team type, team task and working style of individuals from various sectors may also result in a different outcome in terms of social loafing behavior in virtual teams 39 REFERENCES Alnuaimi, O A., Robert, L P., & Maruping, L M (2010) Team size, dispersion, and social loafing in technology-supported teams: A perspective on the theory of moral disengagement Journal of Management Information Systems, 27(1), 203230 Bailey, D E., & Kurland, N B (2002) A review of telework research: Findings, new directions, and lessons for the study of modern work Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 23(4), 383-400 Bal, J., & Teo, P (2000) Implementing virtual teamworking Part 1: a literature review of best practice Logistics Information Management, 13(6), 346-352 Balthazard, P A., Waldman, D A., & Warren, J E (2009) Predictors of the emergence of transformational leadership in virtual decision teams The Leadership Quarterly, 20(5), 651-663 Bass, B M (1985) Leadership and performance beyond expectations New York: Free Press Bell, B S., & Kozlowski, S W (2002) A typology of virtual teams: Implications for effective leadership Group & Organization Management, 27(1), 14-49 Bergiel, B J., Bergiel, E B., & Balsmeier, P W (2008) Nature of virtual teams: a summary of their advantages and disadvantages Management Research News, 31 (2), 99-110 Blaskovich, J L (2008) Exploring the effect of distance: An experimental investigation of virtual collaboration, social loafing, and group decisions Journal of Information Systems, 22(1), 27-46 Chen, C., Yu, C., & Zhang, Y (2020) The Transformational Leadership of WaterIntensive Enterprises to Social Loafing: The Mediating Role of PersonOrganization Fit Journal of Coastal Research, 104(SI), 940-944 Chen, F., Zhang, L., & Latimer, J (2014) How much has my co-worker contributed? The impact of anonymity and feedback on social loafing in asynchronous virtual collaboration International Journal of Information Management, 34(5), 652-659 Chidambaram, L., & Tung, L L (2005) Is out of sight, out of mind? An empirical study of social loafing in technology-supported groups Information Systems Research, 16(2), 149-168 Chun, J U., Cho, K., & Sosik, J J (2016) A multilevel study of group‐focused and individual‐focused transformational leadership, social exchange relationships, and performance in teams Journal of Organizational Behavior, 37(3), 374-396 Connolly, T., Jessup, L M., & Valacich, J S (1990) Effects of anonymity and evaluative tone on idea generation in computer-mediated groups Management Science, 36(6), 689-703 Cortina, J M (1993) What is coefficient alpha? An examination of theory and applications Journal of Applied Psychology, 78(1), 98 Cristobal, E., Flavian, C., & Guinaliu, M (2007) Perceived e‐service quality (PeSQ) Managing Service Quality: An International Journal, 17(3), 317-340 Dennis, A R., Robert Jr, L P., Curtis, A M., Kowalczyk, S T., & Hasty, B K (2012) Research note—trust is in the eye of the beholder: A vignette study of postevent 40 behavioral controls' effects on individual trust in virtual teams Information Systems Research, 23(2), 546-558 Dirks, K T., & Ferrin, D L (2002) Trust in leadership: Meta-analytic findings and implications for research and practice Journal of Applied Psychology, 87(4), 611 Dong, Y., Bartol, K M., Zhang, Z X., & Li, C (2017) Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐ focused transformational leadership Journal of Organizational Behavior, 38(3), 439-458 Dulebohn, J H., & Hoch, J E (2017) Virtual teams in organizations Human Resource Management Review, 27(4), 569-574 Etikan, I., Musa, S A., & Alkassim, R S (2016) Comparison of convenience sampling and purposive sampling American Journal of Theoretical and Applied Statistics, 5(1), 1-4 George, J M (1992) Extrinsic and intrinsic origins of perceived social loafing in organizations Academy of Management Journal, 35(1), 191-202 Gibson, C B., & Gibbs, J L (2006) Unpacking the concept of virtuality: The effects of geographic dispersion, electronic dependence, dynamic structure, and national diversity on team innovation Administrative Science Quarterly, 51(3), 451-495 Goodman, L A (1961) Snowball sampling The Annals of Mathematical Statistics, 32(1), 148-170 Hair, J F (2010) Multivariate data analysis: A global perspective Upper Saddle River: Pearson Hambley, L A., O’Neill, T A., & Kline, T J (2007) Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes Organizational Behavior and Human Decision Processes, 103(1), 120 Hertel, G., Konradt, U., & Orlikowski, B (2004) Managing distance by interdependence: Goal setting, task interdependence, and team-based rewards in virtual teams European Journal of Work and Organizational Psychology, 13(1), 1-28 Hoch, J E., & Kozlowski, S W (2014) Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership Journal of Applied Psychology, 99(3), 390 Huang, R., Kahai, S., & Jestice, R (2010) The contingent effects of leadership on team collaboration in virtual teams Computers in Human Behavior, 26(5), 1098-1110 Jarvenpaa, S L., Knoll, K., & Leidner, D E (1998) Is anybody out there? Antecedents of trust in global virtual teams Journal of Management Information Systems, 14(4), 29-64 Johnson, P., Heimann, V., & O’Neill, K (2001) The “wonderland” of virtual teams Journal of Workplace Learning Judge, T A., & Piccolo, R F (2004) Transformational and transactional leadership: a meta-analytic test of their relative validity Journal of Applied Psychology, 89(5), 755 Kahai, S S., Sosik, J J., & Avolio, B J (2003) Effects of leadership style, anonymity, and rewards on creativity-relevant processes and outcomes in an electronic meeting system context The Leadership Quarterly, 14(4-5), 499-524 Kanawattanachai, P., & Yoo, Y (2002) Dynamic nature of trust in virtual teams The Journal of Strategic Information Systems, 11(3-4), 187-213 41 Karau, S J., & Williams, K D (1993) Social loafing: A meta-analytic review and theoretical integration Journal of Personality and Social Psychology, 65(4), 681 Kark, R., & Shamir, B (2002) The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers In Transformational and charismatic leadership: The road Ahead 10th anniversary edition (Monographs in Leadership and Management, Vol 5) (pp 77-101) Emerald Group Publishing Limited, Bingley Khan, H., Rehmat, M., Butt, T H., Farooqi, S., & Asim, J (2020) Impact of transformational leadership on work performance, burnout and social loafing: a mediation model Future Business Journal, 6(1), 1-13 Kirkman, B L., & Mathieu, J E (2005) The dimensions and antecedents of team virtuality Journal of Management, 31(5), 700-718 Kirkman, B L., Rosen, B., Gibson, C B., Tesluk, P E., & McPherson, S O (2002) Five challenges to virtual team success: Lessons from Sabre, Inc Academy of Management Perspectives, 16(3), 67-79 Lam, C (2015) The role of communication and cohesion in reducing social loafing in group projects Business and Professional Communication Quarterly, 78(4), 454475 Latané, B., Williams, K., & Harkins, S (1979) Many hands make light the work: The causes and consequences of social loafing Journal of Personality and Social Psychology, 37(6), 822 Liao, C (2017) Leadership in virtual teams: A multilevel perspective Human Resource Management Review, 27(4), 648-659 Liden, R C., Wayne, S J., Jaworski, R A., & Bennett, N (2004) Social loafing: A field investigation Journal of Management, 30(2), 285-304 Monzani, L., Ripoll, P., Peiró, J M., & Van Dick, R (2014) Loafing in the digital age: The role of computer mediated communication in the relation between perceived loafing and group affective outcomes Computers in Human Behavior, 33, 279285 Peñarroja, V., Orengo, V., & Zornoza, A (2017) Reducing perceived social loafing in virtual teams: The effect of team feedback with guided reflexivity Journal of Applied Social Psychology, 47(8), 424-435 Perry, S J., Lorinkova, N M., Hunter, E M., Hubbard, A., & McMahon, J T (2016) When does virtuality really “work”? Examining the role of work–family and virtuality in social loafing Journal of Management, 42(2), 449-479 Powell, A., Piccoli, G., & Ives, B (2004) Virtual teams: a review of current literature and directions for future research ACM SIGMIS Database: the DATABASE for Advances in Information Systems, 35(1), 6-36 Purvanova, R K., & Bono, J E (2009) Transformational leadership in context: Faceto-face and virtual teams The Leadership Quarterly, 20(3), 343-357 Schweitzer, L., & Duxbury, L (2010) Conceptualizing and measuring the virtuality of teams Information Systems Journal, 20(3), 267-295 Townsend, A M., DeMarie, S M., & Hendrickson, A R (1998) Virtual teams: Technology and the workplace of the future Academy of Management Perspectives, 12(3), 17-29 Tse, H H M., & Chiu, W C K (2014) Transformational leadership and job performance: A social identity perspective Journal of Business Research, 67(1), 2827-2835 42 Wang, X H., & Howell, J M (2010) Exploring the dual-level effects of transformational leadership on followers Journal of Applied Psychology, 95(6), 1134-1144 Wang, X H., & Howell, J M (2012) A multilevel study of transformational leadership, identification, and follower outcomes The Leadership Quarterly, 23(5), 775-790 Wu, J B., Tsui, A S., & Kinicki, A J (2010) Consequences of Differentiated Leadership in Groups Academy of Management Journal, 53(1), 90-106 Ying, X., Li, H., Jiang, S., Peng, F., & Lin, Z (2014) Group laziness: The effect of social loafing on group performance Social Behavior and Personality: An International Journal, 42(3), 465-471 Zhang, S., & Fjermestad, J (2006) Bridging the gap between traditional leadership theories and virtual team leadership International Journal of Technology, Policy and Management, 6(3), 274-291 43 APPENDIX Questionnaire English [For remote workers who are working in online project teams] Questionnaire about remote work in virtual teams Thank you very much for spending time on reading this questionnaire description My name is NGUYEN, a master student majoring in Master of Business Administration (MBA) in Vietnam National University, Hanoi - Vietnam Japan University Currently, I am working on my master thesis and I really appreciate if those who are working remotely/virtually/working from home can spend time completing this questionnaire The questionnaire consists of total 46 questions, and it takes only minutes to finish The answer collected from this questionnaire will be kept confidential and not provided to third parties without your consent If you prefer answering the questionnaire in Japanese, please access the links below: Best regards Vietnam National University, Hanoi - Vietnam Japan University Master of Business Administration Nguyen Nhu Nam Anh Section 1: This questionnaire is designated to people who are currently working in an online project teams in companies, either working remotely, or working from home 1/46 Your occupation A Student B Employee 44 C Freelancer D Other ( ) 2/46 Are you currently working from home or doing remote working? A Yes B No 3/46 Does your online team use video communication tools such as Zoom, Teams, Google Meets ? A Yes B No 4/46 How many members are there in your online team? (including you) A 1~3 B 4~7 C 8~10 D Other ( ) 5/46 How long have you been working in this online team? A month ~ months B month ~ months C month ~ months D 10 month ~ 12 months E More than 12 months 6/46 What is your nationality? A Vietnam B Other ( ) 7/46 Your gender A Male B Female 45 Section 2: Read each statement and then choose the answer that seems to describe the leader in your online team Scale: Not at all Occasionally Sometimes Frequently Nearly Always 46 Section 3: Read each statement and then choose the answer that seems to describe your role/behavior in an online team Scale: - Strongly Disagree - Disagree - Neither Agree nor Disagree - Agree - Strongly Agree 47 Vietnamese [DÀNH CHO NHỮNG AI ĐANG LÀM VIỆC TỪ XA] Bảng khảo sát liên quan đến làm việc nhóm online Kính gửi Anh/Chị, Trước hết, xin phép cám ơn Anh/Chị dành thời gian để đọc phần giới thiệu bảng khảo sát Tên em Nam Anh, học viên Thạc sĩ chương trình quản trị kinh doanh trường đại học Việt Nhật, ĐHQGHN Hiện tại, em thực luận văn tốt nghiệp Thạc sĩ, với chủ đề liên quan đến làm việc nhóm ảo/online Rất mong Anh/Chị làm việc từ xa dành chút thời gian để trả lời bảng khảo sát Bảng câu hỏi gồm 46 câu hỏi, dự kiến cần phút để trả lời Thông tin liệu thu thập bảo mật không cung cấp cho bên thứ ba khơng có đồng ý Anh/Chị Xin chân thành cảm ơn Anh/Chị dành thời gian hỗ trợ em hoàn thành đề tài Trân trọng Nguyễn Như Nam Anh 19110085@st.vju.ac.vn Phần 1: Bảng câu hỏi dành cho làm việc từ xa nhóm online Trước hồn thành bảng câu hỏi đây, Anh/Chị vui lòng nghĩ nhóm làm việc online mà Anh/Chị dành thời gian nhiều khoảng thời gian 1/46 Vui lòng cho biết nghề nghiệp Anh/Chị A Học sinh/sinh viên B Đã làm 48 C Làm nghề tự D Khác 2/46 Hiện Anh/Chị có làm việc từ xa/làm việc nhà khơng? (remote working/working from home) A Có B Khơng 3/46 Nhóm online Anh/Chị có sử dụng cơng cụ giao tiếp video Zoom, Teams, Google Meets không? A Có B Khơng 4/46 Có thành viên nhóm làm việc online Anh/Chị? A 1~3 B 4~7 C 8~10 D Khác 5/46 Anh/Chị làm việc nhóm online bao lâu? A tháng ~ tháng B tháng ~ tháng C tháng ~ tháng D 10 tháng ~ 12 tháng E Hơn 12 tháng 6/46 Quốc tịch Anh/Chị A Việt Nam B Khác 7/46 Giới tính Anh/Chị A Nam B Nữ 49 Phần 2: Câu hỏi liên quan đến leader (trưởng nhóm) nhóm làm việc online Anh/Chị Anh/Chị vui lòng đánh giá mức độ tần suất hành vi nhóm trưởng, theo mức độ từ đến Không Hiếm Thỉnh thoảng Thường xuyên Rất thường xuyên 50 51 Phần 3: Câu hỏi liên quan đến vai trò/thái độ làm việc Anh/Chị nhóm online Anh/Chị vui lòng đánh giá mức độ đồng ý liên quan đến vai trị/thái độ làm việc Anh/Chị nhóm online, theo mức độ từ đến - Rất không đồng ý - Không đồng ý - Trung lập - Đồng ý - Rất đồng ý 52 ... teambuilding (H1c), are negatively related to individual social loafing behavior 14 3.1.2 Individual- Focused Transformational Leadership and Social Loafing Individual- focused TFL seeks to inspire individuals... group- focused transformational leadership has no effect on social loafing, while individual- focused transformational leadership has a negative effect on individual social loafing, with the exception... this study was conducted in order to examine the effect of group3 6 focused and individual- focused transformational leadership on social loafing behavior in virtual teams Two main hypotheses were