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This study aims to validate the Bolton Forgiveness Scale (BFS) created by Amanze and Carson (2019) for the Indian population.

The data for the validation of the BFS was collected (Total N = 813) in two phases (Phase-I, N1 = 613 and Phase-II, N2 = 200) through online surveys. SPSS 26 and AMOS were used to establish the psychometric properties of the scale through internal consistency and confirmatory factor analysis.

The results indicated the validation of the BFS in the Indian context, with a high internal consistency (a = 0.847). Confirmatory factor analysis validated the factor structure and items, along with face validity.

This study offers comprehensive suggestions on the approaches to forgiveness, addresses biases, advocates for qualitative exploration and emphasizes rigour for the future research on forgiveness.

The present study validates the BFS for future use for the Indian population. The authors offer comprehensive suggestions on the approaches to forgiveness, address biases, advocate for qualitative exploration and emphasize rigour for future research on forgiveness.

The coronavirus disease 2019 (COVID-19) situation has led to the emergence of virtual teams in all organizations, and the role of leadership has become more pertinent. The current research focuses on understanding the factors for better team performance in virtual teams. Based on the contingency perspective, the behavioral complexity in leadership (BCL) theory is the most appropriate as BCL requires the leader to demonstrate multiple contrasting leadership behaviors according to the situation. Both internal as well external roles were explored, which could facilitate better communication quality and role clarity to increase interpersonal trust and leadership effectiveness in the current crisis.

Data were collected from employees who have worked in virtual teams during the crisis and who have experience of working in a virtual team environment. A total of 200 questionnaires were distributed, and 175 were received. A path model was built applying partial least squares structural equation modeling (PLS-SEM).

Communication quality has come as a partial mediator for the relationship between internal and external leadership roles and trust. Role clarity fully mediated the relationship between external leadership roles and conflict. Internal and external leadership roles showed a significant effect on leadership effectiveness, which were further related to team performance in virtual teams. Additionally, synchronous technology was used more by virtual teams.

The study did not examine cultural differences or cultural adaptation in virtual teams. Instead of the BCL theory, future research may apply attribute-based or relational-based theory to examine leadership roles in virtual team performance.

Using the BCL theory, the current study contributes to an understanding of virtual team performance and the internal as well as external role of leaders. This is relevant in an environment of extreme ambiguity such as COVID-19.