Managing a Virtual Team
$19.95 Buy and instantly download this paper now
The paper discusses the need for transformational leadership styles that seek to maximize the potential of each team members' abilities and also seek to also shield the team from unproductive politics in other areas of the organization. The paper specifically addresses the need to provide a team with useful guidance on how to remove distractions from their lives, to be involved and focused and most of all, to identify with the key objectives and programs of the team itself. The paper highlights how the managing of virtual teams is infinitely more complex than managing teams in a physical location.
From the Paper:"The managing of virtual teams is infinitely more complex than managing teams in a physical location as a result of this dynamic. When managing teams locally the dimension of worth focus can be more easily ascertained and audited if a manager chooses to. Yet virtually there is the shared implication of trust and the need for the manager to continually strive to keep these aspects of the relationship they have with each subordinate positive and open (Shipley, Johnson, Hashemi, 2009). To question this aspect of any virtual subordinate's commitment without just cause is to potentially throw the entire virtual team into a lack of trust. The entire precept on which a successful virtual team is built is trust between virtual team members and with the manager. To violate or doubt the intentions of team members is to invite isolationism, and eventually the balkanization and break up of the group if it goes on too long (Sager, 2008). This is a delicate balance for any manager to keep, as they are expected to get significant results from their team weekly yet if a virtual team member is not producing the approaches to getting greater productivity vary significantly from strategies used within an office. Above all, the need to maintain trust while also being a more supportive, transitional leader versus an autocratic and demanding one is critically important (Wakefield, Leidner, Garrison, 2008)."
Sample of Sources Used:
- Purvanova, R., & Bono, J. (2009). Transformational leadership in context: Face-to-face and virtual teams. Leadership Quarterly, 20(3), 343.
- Sager, K. (2008). An Exploratory Study of the Relationships Between Theory X/Y Assumptions and Superior Communicator Style. Management Communication Quarterly : McQ, 22(2), 288.
- Shipley, M., Johnson, M., & Hashemi, S.. (2009). Cognitive Learning Style and its Effects on the Perception of Learning, Satisfaction and Social Interactions in Virtual Teams. Journal of American Academy of Business, Cambridge, 14(2), 17-27.
- Siebdrat, F., Hoegl, M., & Ernst, H.. (2009). How to Manage Virtual Teams. MIT Sloan Management Review, 50(4), 63-68.
- Wakefield, R., Leidner, D., & Garrison, G.. (2008). A Model of Conflict, Leadership, and Performance in Virtual Teams. Information Systems Research, 19(4), 434-455,516-518.
Cite this Term Paper:
Managing a Virtual Team (2011, December 26) Retrieved August 23, 2017, from http://www.academon.com/term-paper/managing-a-virtual-team-149620/
"Managing a Virtual Team" 26 December 2011. Web. 23 August. 2017. <http://www.academon.com/term-paper/managing-a-virtual-team-149620/>