Virtual Teams

2016 ◽  
pp. 1-24
Author(s):  
Jamie S. Switzer ◽  
Ralph V. Switzer
Keyword(s):  
Virtual Teams ◽  
Leadership Practices ◽  
Virtual Team ◽  
Leadership Practices Inventory ◽  
Team Leaders ◽  
Leadership Model ◽  
Exemplary Leadership ◽  
And Behaviors ◽  
Five Practices

As the use of virtual teams becomes increasingly more common in all types of organizations, those involved must have the knowledge to operate efficiently and collaboratively and communicate effectively, particularly the virtual team leaders. Virtual teams will not succeed without strong leadership. Many traditional leadership principles apply to virtual teams, but virtual team leaders have additional challenges. This chapter examines the role of virtual team leaders and determines what characteristics and behaviors are exemplified by those leaders, using an instrument developed by Jim Kouzes and Barry Posner. The Leadership Practices Inventory (LPI) identifies five practices and behaviors of successful leaders. Additionally, embedded in the “Five Practices of Exemplary Leadership” model are behaviors that serve as the basis for learning to lead, called “The Ten Commitments of Leadership.”

Successful Communication in Virtual Teams and the Role of the Virtual Team Leader

2011 ◽  
pp. 39-52 ◽  
Author(s):  
Jamie S. Switzer
Keyword(s):  
Virtual Teams ◽  
Communication Strategies ◽  
Team Leadership ◽  
Virtual Team ◽  
Team Leaders ◽  
Organizational Boundaries ◽  
Successful Communication ◽  
Virtual Team Leadership ◽  
The World

The world now lives and works in cyberspace. Often, organizations have their people perform functional tasks by working in virtual teams, where members use technology to cooperate across geographic and organizational boundaries. As the use of virtual teams in the workforce becomes more prevalent, those involved must have the knowledge to communicate efficiently and effectively, especially the virtual team leaders. This chapter provides a general overview of virtual teams and virtual team leadership, and discusses specific communication strategies and competencies necessary for virtual team leaders to be effective and successful communicators.

Managing Virtual Teams: Strategies for Team Leaders

2009 ◽  
Vol 17 (1) ◽  
pp. 8-13 ◽  
Author(s):  
Rebecca Lyons ◽  
Heather A. Priest ◽  
Jessica L. Wildman ◽  
Eduardo Salas ◽  
David Carnegie
Keyword(s):  
Virtual Teams ◽  
Team Leadership ◽  
Virtual Team ◽  
Team Leaders ◽  
Team Members ◽  
Support Tools ◽  
Virtual Team Leadership ◽  
Collaborative Support ◽  
And Training

Organizations' increasing use of virtual teams has emphasized the importance of effective virtual team leadership. Yet the distribution of team members complicates typical leader functions, such as supervision and support, which the leader must now perform through technology. In this article, we present 10 strategies for managing virtual teams, focusing on the role of technology and training. Our hope is that these strategies will inform designers and guide them in developing collaborative support tools and procedures for these tools and in designing training for the use of these tools.

Servant Leadership Practices in a Volunteer-Led Organization

2014 ◽  
pp. 71-91
Author(s):  
Kristen M. Bowers
Keyword(s):  
Servant Leadership ◽  
Leadership Practices ◽  
Leadership Behavior ◽  
Shared Vision ◽  
Structured Interviews ◽  
Leadership Model ◽  
Volunteer Leaders ◽  
Exemplary Leadership ◽  
Five Practices ◽  
Community Service Organization

Recent research on the leadership behavior of leaders in a large, volunteer-led community service organization uncovered several leadership practices that are consistent with those of servant leadership. Semi-structured interviews were conducted with eight volunteer leaders whose scores on the Leadership Practices Inventory (LPI) indicated they engaged in the five practices of exemplary leadership: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. During the course of the interviews, evidence of servant leadership behavior emerged. This chapter identifies the specific leadership behavior described, connects these findings to other research on servant leadership, and provides initial conclusions, implications for practice, and possible avenues for further research.

Successful Communication in Virtual Teams and the Role of the Virtual Team Leader

2011 ◽  
pp. 353-366
Author(s):  
Jamie S. Switzer
Keyword(s):  
Virtual Teams ◽  
Communication Strategies ◽  
Team Leadership ◽  
Virtual Team ◽  
Team Leaders ◽  
Organizational Boundaries ◽  
Successful Communication ◽  
Virtual Team Leadership ◽  
The World

The world now lives and works in cyberspace. Often, organizations have their people perform functional tasks by working in virtual teams, where members use technology to cooperate across geographic and organizational boundaries. As the use of virtual teams in the workforce becomes more prevalent, those involved must have the knowledge to communicate efficiently and effectively, especially the virtual team leaders. This chapter provides a general overview of virtual teams and virtual team leadership, and discusses specific communication strategies and competencies necessary for virtual team leaders to be effective and successful communicators.

scholarly journals Exemplary leadership practices in early childhood education in preparing the golden generations for Indonesia

2021 ◽  
Vol 1 (4) ◽  
pp. 253-268
Author(s):  
Usnul Umi Miftahurrohmah ◽  
◽  
Hasan Hariri ◽  
Riswanti Rini ◽  
Rohmatillah Rohmatillah ◽  
...  
Keyword(s):  
Early Childhood ◽  
Early Childhood Education ◽  
Leadership Style ◽  
Leadership Practices ◽  
Empirical Studies ◽  
Government School ◽  
Childhood Education ◽  
Exemplary Leadership ◽  
Five Practices ◽  
Inclusive Early Childhood

Abstract Purpose: This study aimed to investigate the ideal quality of inclusive early childhood education, an effective leadership style and five practices of exemplary leadership. Research methodology: This is a review article. The review process began with a search engine (Google Scholar) to search and review early childhood education and leadership articles. Results: The results suggest that it is important to hold quality inclusive early childhood educations since, in this level of education, six developmental areas are well stimulated. The key success of maintaining quality inclusive early childhood education is a collaboration among education parties (government, school, parents and community). A school needs a principal who can perform five exemplary leadership practices to help “Golden Indonesia 2045” become true. Limitations: First, the scope of articles reviewed is still very limited to the literature review in the Indonesian context. This and other limitations will be opportunities for further empirical studies about five practices of exemplary leadership in the Indonesian education area. Contribution: This study can be useful for the early childhood education level.

Virtual Team Effectiveness

2017 ◽  
pp. 687-706 ◽  
Author(s):  
John R. Carlson ◽  
Dawn S. Carlson ◽  
Emily M. Hunter ◽  
Randal L. Vaughn ◽  
Joey F. George
Keyword(s):  
Virtual Teams ◽  
Team Effectiveness ◽  
Survey Methodology ◽  
Instant Messaging ◽  
Virtual Team ◽  
Interpersonal Processes ◽  
Mediated Communication ◽  
Team Members ◽  
Main Effect

The work of virtual teams is increasingly important to today's organizations, work that is accomplished predominantly via computer-mediated communication. The authors investigate the moderating role of experience with instant messaging on the team interpersonal processes (cohesion and openness) to team effectiveness relationship in virtual teams. Data were obtained from 365 virtual team members using survey methodology and analyzed using hierarchical moderated regression and multilevel analyses. They found that team cohesion has a main effect on team effectiveness. Team openness has a main effect and is moderated by experience with instant messaging, i.e., strengthens the relationship. Understanding the role of team interpersonal processes and the role of the communication media will allow managers to more effectively build virtual teams and provide effective training and support. Using the theoretical lens of channel expansion theory the authors expand theoretical, empirical and practical knowledge of this area.

The Impact of External Factors on Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 70-90 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
External Factors ◽  
Work Environments ◽  
Project Teams ◽  
Team Leaders ◽  
Team Members ◽  
Dynamic Forces ◽  
The Impact

Practitioners and researchers need to pay attention to how corporate organizing structures are impacting and are impacted by virtual work environments. Virtual teams are powerful organizing mechanisms, but they are not without limitations. This chapter reports on two cases in which dynamics outside the virtual project teams powerfully affected the teams. These cases, both based on studies of real project teams operating inside corporations, highlight the desirability of understanding virtual teams in context. While external factors are not unique to teamwork, their role has not been explored in depth in research on virtual teams. Dynamic forces outside teams seem more difficult to anticipate and to identify when team members are working virtually, and these powerful but invisible dynamics can be frustrating to virtual team leaders and members. Concluded in this chapter is that contrary to initial expectations, virtual teams are not replacing traditional forms of organizing. They are coexisting with traditional forms and dynamics, such as business drivers, hierarchies, departments, strategic priorities, and business needs. This coexistence can be fraught with conflict.

E-leadership effectiveness in virtual teams: motivating language perspective

2014 ◽  
Vol 114 (3) ◽  
pp. 421-437 ◽  
Author(s):  
Kai-Tang Fan ◽  
Yuan-Ho Chen ◽  
Ching-Wen Wang ◽  
Minder Chen
Keyword(s):  
Virtual Teams ◽  
Current Knowledge ◽  
Idea Generation ◽  
Virtual Team ◽  
Group Decision Support System ◽  
Team Leaders ◽  
Content Type ◽  
Team Members ◽  
Wide Range ◽  
Motivating Language

Purpose – Virtual teams are becoming a norm in current knowledge-based society and offer a wide range of organizational benefits. This paper aims to investigate the effects of leaders’ motivating language (ML) and feedback approach on virtual team members’ creativity performance. Design/methodology/approach – A 2×2 with pre-test and post-test experimental design was employed to explore how to stimulate virtual team members’ creativity performance using a group decision support system. Findings – The results show that leaders’ ML and feedback approach via e-mail instructions have different interaction effects on members’ creativity and idea generation performance. Team members receiving direction-giving instructions generate more ideas under the demanding feedback approach and team member receiving instructions with more empathetic language exhibit higher creativity performance under the encouraging feedback approach. Research limitations/implications – Shortcomings of virtual environment and leadership remain the major factors influencing such findings. Since the results are also restrained by the functionality of the utilized software tool, tools for virtual teams are recommended to include features that can support the effective use of team leaders’ motivational language. Social implications – Virtual team leaders should provide proper guidance to members using understanding and empathetic wording approach. For task-oriented work, leaders should consider giving more specific instructions and provide constant feedback for completed work. For creative work, leaders should give positive encouragement as feedback or even challenge team members to stimulate their creativity. Additionally, facilitation rules can be set up in advance so that the intelligent agent can timely send out follow-up instructions/feedback. Originality/value – The gained insights beneficially help tool developers for virtual teams build/enhance their tools based on the need of team leaders. This paper also usefully offers important implications regarding how to motivate virtual team members’ creative thinking.

The Effect of Cultural Dimensions on the Development of Intra-Team Trust in Global Virtual Teams

2011 ◽  
pp. 64-81
Author(s):  
Kurt D. Kirstein
Keyword(s):  
Virtual Teams ◽  
Power Distance ◽  
Virtual Team ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Team Leaders ◽  
Global Virtual Teams ◽  
Team Members ◽  
Widespread Adoption ◽  
Team Trust

The widespread adoption of global virtual teams has been driven by an unprecedented need to draw upon talents of employees from around the globe in a manner that is both organizationally and financially feasible. The success of these teams depends largely on the levels of intra-team trust and collaboration they are able to establish throughout the life of their projects. Team members on global virtual teams may differ substantially on a number of cultural dimensions including preferences for individualistic versus collective teamwork, power distance, uncertainty avoidance, and contextual communication. This chapter will investigate how these four cultural dimensions are likely to impact intra-team trust within a global virtual team. Suggestions that team leaders can utilize to address these cultural dimensions are also presented.

Leadership Practicies Inventory

2007 ◽  
pp. 357-359
Author(s):  
S. Berry ◽  
R. Woods
Keyword(s):  
Leadership Practices ◽  
Leadership Behavior ◽  
Likert Scale ◽  
Leadership Practices Inventory ◽  
Frequent Use ◽  
Psychometric Analyses ◽  
And Behaviors ◽  
Leadership Actions

The Leadership Practices Inventory (LPI) (Posner & Kouzes, 2002) was designed to measure what people did when they were at their “personal best” in leading others. Beginning their work in 1983, Posner and Kouzes approached leadership as a measurable, learnable and teachable set of behaviors. The LPI was created by developing a set of statements describing each of the identified five leadership actions and behaviors: modeling, inspiring, challenging, enabling and encouraging. Each statement is based on a 10-point Likert scale with higher values representing more frequent use of a leadership behavior. The LPI consists of 30 statements, six for each leadership action/behavior. Both self and observer forms are available and subject to the same psychometric analyses. Participating individuals first complete a self (leader) form and then request five to 10 individuals who interact with that person to complete the observer form. The LPI takes 10 minutes to complete and may be scored by hand or computer

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