Leadership in Virtual Environments
Introduction
The advent of globalization and modern technology has rendered traditional supervisory model of leadership irrelevant (Fjermestad, 2009). Organizations are constantly spreading to locations across the world. The distance and time between managers and their subordinate staff is constantly increasing. Virtual teams are now essential in management of people in modern organizations.
Roles, Competencies, and Strategies
Sample roles of a virtual team leader include relaying information from the head office, introducing the teams to essential external contacts, buffering or insulating the team from corporate pressure, and conducting market analysis and evaluating competition. Other roles are building communication networks to link team members, forging alliances, making resources available for the team, and bringing customer feedback to the team (Fisher, 2001). These roles enable teams to concentrate on designated activities instead on administrative issues.
Certain strategies facilitate the effectiveness of virtual-team management (Ibid). Team leader must articulate the corporate vision to inspire and motivate teams; facilitate team members in developing their potential; strife for excellent results without application of authoritarian methods; eliminate obstacles to the effective functioning of teams; effectively coach members teams; effectively communicate organization and client needs; and be a role model to the team by “walking the talk”. These strategies of effective management define competencies of an effective manager as a leader, catalyst for results, business analyst, facilitator, obstacle-buster, coach and, role model.
Similarities and Variations between Traditional and Virtual Team Leadership
Similarities and variations exist between traditional and modern styles of management. General competencies of leadership, as mentioned earlier, apply to both systems (Fjermestad, 2009). However, strategies of executing the competencies are different. Virtual team leader applies different techniques and technologies unlike the traditional system of managing co-located teams. Leading virtual teams is more complex than the traditional supervisory role of leaders. Misunderstanding can easily occur when communicating in virtual teams. A virtual team leader is managing people whom he cannot see. In this sense, “boundary manager” is a befitting term (Fisher, 2001). In stead of direct management of persons, the boundary manager, manages the imaginary boundary that separates virtual teams from the surrounding environment.
Technologies, customers, clients, policies and laws, competitors, communities, suppliers and stakeholders make up the external environment. Whereas, traditional managers make work programs, authorizes expenditures or schedule vacations and the rest, boundary managers teach self-directed teams to perform those functions while they work on boundary issues i.e. the environment surrounding the teams. The variations determine whether one manages in or on the system. Managing the boundary can be defined as working on factors that influence the ability of processes to be effective. Traditional leaders work in the system whereas boundary managers work on the system.
Alternative to Face-to-Face Communication and Interaction
Reliance on communication technologies makes socialization among members difficult (Fjermestad, 2009). In order to be effective, leading virtual teams may require a few one-off face-to face meetings. In few occasions, a virtual team leader travels to meet with members in their respective locations. This helps to strengthen bonding and cohesion between team members. Absence of face-to-face interaction and communication in virtual teams create the potential for conflict and misunderstanding. In such a case, the distance manager may schedule frequent verbal and electronic communication. This may take the form of teleconferences which may act as potent alternatives to physical presence of team members in one location.
Core-Values
A virtual team manager must articulate specific core values that serve to motivate and inspire team members (Fisher, 2001). Essential core-values include partnership and collaboration within and between teams, vision for excellence, building respect and honest relationship among team members, and corporate responsibility.
Conclusion
Distance management requires unique techniques and perspectives rather than traditional supervision. Supervisors work in the system whereas distance managers work on the system. They perform functions at the interface between the teams and the environment. Distance managers possess unique skills in leadership, barrier busting, getting results, coaching, business analysis, setting an example, and business analysis.
References
Fisher, K. (2001). “Distance Manager: A Hands-on Guide to Managing Off-Site Employees”.
New York: McGraw-Hill Professional Publishing
Fjermestad, J. (2009). “Virtual leadership for a virtual workspace”. Chicago, IL: Media Tec
Publishing, Inc
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