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Journal of Leadership & Organizational Studies
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Profiling Virtual Employees

The Impact of Managing Virtually

Kimberly K. Merriman

Pennsylvania State University

Stuart M. Schmidt

Temple University

Denise Dunlap-Hinkler

Widener University

Leaders in the age of virtual work require an understanding of how this affects their employees' relations with management. From a survey of employees working in a variety of virtual and conventional settings, an empirical profile of employee-manager relationships was completed using a multidimensional measure of virtual status. The profile identified distinct virtual characteristics for two types of virtual employment relationships—free agents and regular core employees who work virtually—and contrasting characteristics for conventional employment relationships. Further analysis of the identified groups suggests that trust in one's manager and perceived managerial support differ across types of employment relationships. Specifically, the findings indicate lower levels of trust and support within virtual as compared to conventional relationships, and lower levels of trust within free-agent versus regular-employee virtual relationships. Implications for future research and management practice are discussed.

Key Words: virtual work • employee-manager relationships • leader-member exchange

Journal of Leadership & Organizational Studies, Vol. 14, No. 1, 6-15 (2007)
DOI: 10.1177/1071791907304244
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