Virtual teams: a leader's guide

Abstract

PurposeThe purpose of this article is to provide guidelines to help leaders understand and lead virtual teams.Design/methodology/approachThis paper discusses the importance and implementation of effective leadership for virtual teams. It begins with a review of conventional versus virtual teams, and then describes the two primary leadership functions in virtual teams – performance management and team development. Following the discussion of the development and function of new teams, the article then provides a detailed guide for the leadership of virtual teams over the life of a project. These guidelines follow the four stages of a project timeline: Pre‐Project, Project Initiation, Midstream, and Wrap‐Up.Practical implicationsFollowing guidelines and understanding the differences between conventional and virtual leadership will enable managers to become effective virtual team leaders.Originality/valueThe paper shows how, in the context of increasing globalization and technology, leaders can manage the challenges of leading virtual teams.

Analysis of competencies for effective virtual team leadership in building successful organisations

“…Competition from both domestic and international sources has grown drastically, and there has been a continued shift from traditional service production to virtual service work environments (Hossein, 2012). Advances in information and communication technology (ICT) have enabled a quicker speed of change than in the past and has created jobs that are increasingly more complex and dynamic (Hunsaker and Hunsaker, 2008). Faced with this wide and dramatic change in business activities, organisational structures, communication, strategies, processes, and policies, the need for effective virtual team leadership has arisen.…”

A Literature Review on Challenges of Virtual Team's Leadership

“…The most important feature of virtual teams is that they cross boundaries of space (Hunsaker & Hunsaker, 2008). While the members of traditional teams work in close proximity to one another, the members of virtual teams are separated, often by many miles or continents (Pape, 1997;Townsend et al, 1996).…”

“…They can share data and information with these primarily technologies. While most virtual team members have a positive experience working across space and time, the biggest area of complaint involved communication problems (Grenier and Metes, 1995) for example lack of project visibility, difficulty in contact, and technology constraints (Hunsaker & Hunsaker, 2008). Virtual teams must be vigilant about closing the feedback loop, being proactive about communication, avoiding jumping to conclusions, establishing a clear escalation path, and maintaining a sense of humor (Brown et al, 2007).…”

“…Advances in information and communication technology have enabled a faster pace of change than in the past and have created jobs that are increasingly more complex and dynamic (Hunsaker & Hunsaker, 2008). For facing with this wide and dramatically world changing, organizational structures, communications, strategies, processes, policies, and so on, must turn more flexible.…”

“…Organizations use virtual teams for myriad functions, ranging from cross-functional project teams to task forces and line management (Brown et al, 2007). Virtual teams allow organizations to access the most qualified individuals for a particular job regardless of their location, enable organizations to respond faster to increased competition, and provide greater flexibility to individuals working from home or on the road (Hunsaker & Hunsaker, 2008). Of course, Virtual teamwork is more complex than working face-to-face (Heimer and Vince, 1998) and site specific cultures and lack of familiarity are reported to be sources of conflict (Hinds and Bailey, 2003).…”