Susan Oliver
What is Virtual Leadership?
According to Webster's, the following definitions apply:
vir•tu•al adj.
• Existing or resulting in essence or effect though not in actual fact, form, or name:
the virtual extinction of the buffalo.
• Existing in the mind, especially as a product of the imagination. Used in literary criticism of a text.
• Computer Science. Created, simulated, or carried on by means of a computer or computer network: virtual conversations in a chat room.
Virtual <jargon, architecture> (Via the technical term virtual memory, probably from the term "virtual image" in optics)
1. Common alternative to logical; often used to refer to the artificial objects (like addressable virtual memory larger than physical memory) created by a computer system to help the system control access to shared resources.
2. Simulated; performing the functions of something that isn't really there. An imaginative child's doll may be a virtual playmate. Opposite of real or physical.
lead•er•ship n.
• The position or office of a leader: ascended to the leadership of the party.
• Capacity or ability to lead: showed strong leadership during her first term in office.
• A group of leaders: met with the leadership of the nation's top unions.
• Guidance; direction: The business prospered under the leadership of the new president.
Virtual Team
Wikipedia, the free encyclopedia does not define Virtual Leadership but does define a Virtual Team as:
“A Virtual Team — also known as a Geographically Dispersed Team (GDT) — is a group of individuals who work across time, space, and organizational boundaries with links strengthened by webs of communication technology. They have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable.
Geographically dispersed teams allow organizations to hire and retain the best people regardless of location. A virtual team does not always mean teleworker. Teleworkers are defined as individuals who work from home. Many virtual teams in today's organizations consist of employees both working at home and small groups in the office but in different geographic locations.”
Another definition of a virtual team is: “is a group of individuals who work across time, space and organizational boundaries with links strengthened by webs of communication technology.” (McNamara, 1999)
Virtual Leadership
In reading all these definitions, how do we define virtual leadership?
We can say that it is the act of leading others in an environment that is other than physical.
It could be leadership of individual whom you may have never met, in environments that you may never be physically in. It is considered virtual because the leadership and the team are simulated, meaning they are performing functions of a team that does not physically exist as a fact. Each team member is located somewhere else and what ties the team together is the use of technology as a means of communicating. The team leader may be in California, the other team members dispersed in different cities or countries.
They meet and make decisions with the use of technology, either asynchronously or synchronously. Some tools that may be used are teleconferencing, virtual meeting rooms on the Web, email, etc.
Why have Virtual Teams?
Virtual teams are necessary in the 21st century. Businesses and individuals are dispersed all over the world. Many times, organizations that are globally based cannot rely on the skills and resources that are only local to the organization. Organizations are also
managing around functions rather than by geographic location. This management allows for better integration of virtual teams.
Because of technology, time, space and organizational boundaries are not defined as they were before. Here are a number of reasons for Virtual Teams (Kostner, 1994):
• Workers demand increasing technological sophistication.
• A flexible organization is more competitive.
• Less time is spent on travel and commuting.
• Skilled workers are available even if at a different geographical location.
• The global workday is 24 hours instead of 8 hours.
• There are changes in workers' expectation of the organization's participation.
• There is an increased horizontal organizational structured characterized by structurally and geographically distributed human resources.
• There is an increasing globalization of trade and corporate activity.
What factors make a Virtual Team successful?
Most critical to the success of virtual teams are the trust, strong leadership, motivation and collaborative nature or the building of relationships of the virtual team.
Trust is a word that is used a lot, but is very difficult to define and measure. One way to measure trust is to develop and build relationships. Although difficult in a virtual environment, relationships can be built over time. It is easier to trust someone you have built a relationship with. In a virtual setting, individuals have to be very deliberate about building relationships as they cannot meet people at lunch or down the hallway by the water cooler. Leadership in a virtual environment has changed and requires that leaders have exceptional skills. The following quote explains the role of leadership in virtual environments: “It will require a certain kind of human being to be able to manage in the future,” predicts Kelly-Radford. While the idea of coaching has taken hold in team-based work environments, she says, the new crop of leaders will need to be master coaches.
But, Kelly-Radford warns, being inspirational alone will not cut it. “We are beyond charismatic leadership,” she says. “A leader has to have grounding and authenticity, but also a good business understanding and very strong interpersonal skills. Flash with nothing behind it will not work anymore.” (McGuire, 1998)
• Trust that is built through relationships
• Strong leadership
• Strong individual motivation
• Immediate conflict resolution
• Collaboration
• Building of relationships
• Reliable state-of-the-art collaborative tools and technology
• Clear goals, objectives, and project specifications
• Training
The next question you may ask is how are virtual teams managed, what are the best practices for virtual leadership?
• Have clear and concise performance expectations.
• Have a clear understanding on communication style and format.
• Provide continuous feedback.
• Build trust with all team members.
• Empower team members.
• Use appropriate technology.
• Develop a collaborative environment.
Challenges of Virtual leadership
• Building relationships with team members
• Fair performance criteria
• Communication with all team members
• Delegation
• Conflict resolution
• Setting objectives
• Giving feedback
• Technology problems