This study addresses calls for a better understanding of how team interaction mode (e.g. virtual versus face-to-face) moderates the relationship between member attributes and emergent team processes. We use Mullen’s model of salience to explain conflicting predictions and results about the effects of extraversion on leadership emergence in virtual and face-to-face teams. Participants were randomly assigned to 27 four-person teams that met three times, engaging in an iterative decision-making task. Assessments of each member’s leadership influence were taken after each meeting, and transcripts were content-coded. Results show that interaction mode has an indirect moderating effect on the relation between extraversion and leadership emergence, fully explained by salience. As such, this study explains an important difference in patterns of leadership emergence between virtual and face-to-face teams.

这项研究致力于更好地了解团队互动模式（例如虚拟与面对面）如何缓和成员属性与紧急团队流程之间的关系。我们使用马伦（Mullen）的显着性模型来解释相互矛盾的预测以及关于外向性对虚拟团队和面对面团队中领导能力出现的影响的预测和结果。参与者被随机分配到27个四人团队，该团队开会3次，进行反复的决策。在每次会议后对每个成员的领导力影响进行评估，并记录抄本的内容。结果表明，交互模式对外向性和领导力出现之间的关系具有间接调节作用，这一点可以由显着性充分解释。因此，