ABSTRACT
Researchers and practitioners need to know the role of a virtual team’s “virtuality” in influencing leader–follower interactions and its effects on leadership. The investigation dealt with the interrelationship between perceived organizational climate, leadership effectiveness, interpersonal trust, self-efficacy, and job involvement among virtual workers in different organizations. So the investigator thought it proper to adopt correlation design. A large number of such organizations are exploring the virtual environment as one means of achieving increased responsiveness globally. Virtual teams have many obstacles to overcome. Virtual teams are creating new challenges for business leaders. To work in diverse culture with geographical differences and time differences, leadership becomes challenging to the leader and makes difficult to follow structure, judge or evaluate the performance, or inspire them and enable team members/workers to identify with the organization.
