“You must be the change you wish to see in the world.”
How does one forge relationships in virtual organizations? This is a tricky question for 21st century. It is human nature to believe in what a person can see. When there is no “face-to-face” interaction between leaders and their teams in a virtual organization, key performance and management issues can arise. Leadership experts Kouzes and Posner further explain, “…how do leaders create commitment in a virtual organization? Can there be such a thing as virtual commitment?”
Therefore, it is essential for leaders to understand the strengths and weaknesses associated with virtual organizations. Furthermore, leaders must weigh benefits of allowing followers to work remotely against its organizations’ weaknesses, including reduced accountability, lower productivity, and less direct interpersonal contact, thereby decreasing team building opportunities while isolating people.
Leadership is critical in a virtual environment. Virtual teams have the same general characteristics as a traditional team; as such, a team is a group of individuals who coordinate with each other to accomplish an objective. Establishing trust within a virtual team environment is a prerequisite for an effective team. Current scholars suggest that an effective team leader may be the primary ingredient for team success; therefore, it is essential to understand the role of leaders within teams to avoid any failures.
Bragg, T. (1999). Turn around: an ineffective team. II E Solutions, 49.
Crandall, W., & Gao, L. (2005). S. A.M. Management Journal, 70(3), 30.37
Kouzes, J. & Posner, B. (1995). The leadership challenge. San Francisco, CA: Jossey-Bass Publishers.
Northouse, P. (2004). Leadership theory and practice. Thousand Oaks, CA: Sage Publications.
Wall, B., Solum, R., and Sobol, M. (1992). Organization behavior. Rocklin, CA: Prima Publishing.
© 2007 by Daryl D. Green