How servant leadership in virtual project teams affects teamwork qualityBehn, Markus (Avtor) Silvius, Gilbert (Mentor) servant leadershipvirtual teamsteamwork qualityproject managementremote collaborationleadership developmentThis doctoral thesis investigates how Servant Leadership influences Teamwork Quality (TWQ) in virtual project teams – a topic of growing relevance as organisations increasingly implement remote and hybrid work models. Drawing on a comprehensive literature review and empirical research, the study first develops and validates a measurement instrument for TWQ tailored to virtual project environments. The research then examines the relationship between the degree of virtuality, Servant Leadership, and TWQ using a mixed-methods approach: Two large-scale online surveys and focus group feedback with Project Managers and project team members. The findings reveal that, contrary to common assumptions, the degree of virtuality (i.e., the extent of remote collaboration and geographic dispersion) does not inherently diminish TWQ. Instead, Servant Leadership emerges as the principal driver of high TWQ, positively impacting collaboration, trust, and performance regardless of team dispersion. Both quantitative and qualitative results demonstrate that leaders who prioritise empowerment, ethical behaviour, and the personal growth of team members foster stronger, more effective virtual teams. The study provides actionable recommendations for leadership development and organisational policy, emphasizing that leadership behaviours and process design are more critical to virtual team success than formal, organisational, or technical aspects alone. These insights contribute to leadership theory and offer practical guidance for organisations navigating the challenges of distributed work.M. Behn20252026-05-29 15:00:39Doktorsko delo/naloga13928UDK: 005.32:005.57:004.738.5(043.3)COBISS_ID: 279892227sl