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Some of the studies proposed the success of the team is not only due to a team’s efforts but it is collective individual influence the performance of team.The challenges of the virtual team settings can be overcome enhancing the leader ability which can be achieved by the change in management principles (Levasseur, R. Virtual team is a group of individuals who are geographically dispersed, cross functional and they work on highly interdependent and collaborative tasks.
These virtual teams may be used as R&D, customer service, etc.
Since the virtual teams have great diversity than collocated teams these virtual teams tend to have more conflict within the team.
Elective leadership is the key factor that influences success in a virtual organization.
The Maintenance of cultural identity, brand of employment and employee-manager satisfaction requires consistent and regular communication (O’Neill, Lewis, & Hambley, 2008). According to O’Neill, Lewis, & Hambley,(2008) generally leadership included in virtual teams a strongly focuses on relationships, emotional intelligence, a track record and innovation, a focus on process and outcome, and the ability to give positive and constructive feedback.
In some situations for virtual teams will see emergent leadership skill where the active team members will lead the teams according to the situation of the project or proposed work.
There is different leadership behaviors proposed by various studies the main leadership skills exhibited by these team leaders will be transformational, transactional and participative behaviors.
Since the virtual teams are very diverse, they have very unique set of problem rather than collocated teams.
“The virtual teams face the issues of trust, communication, goal alignment, shared purpose, skills, resource availability and role clarity” (O’Neill, Lewis, & Hambley, 2008).
“In the virtual organizations, the role of leaders tends to shift from one of controller to one of coordinator or coach and it is necessary for organizations to promote trust and working relationships” (O’Neill, Lewis, & Hambley, 2008).
According to Chen, Yang, & Tsou (2008) the diversified leadership roles influences both leadership effectiveness and team trust.