Additionally, the leader of the virtual team communicated in a far more effective manner than did the leader of the team at the nuclear site. Perhaps the leader of the virtual team realized that the only way to achieve the team's objective was through a consistent, regular and ongoing communication style that would enhance the team's effectiveness. Therefore, the leader diligently addressed the issue in an ongoing manner.
The nuclear site team's leader, knowing that a face-to-face meeting could take place within a matter of mere moments was most likely much less diligent in communicating the needs, goals and objectives of the group.
The ComCorp study states that "a number of disintegrating forces continually pull teams apart, including time zone differences, local pressures, cultural differences, and a general lack of face-to-face contact and interaction" (Kerber). No such circumstances exist for the nuclear plant or other local leadership teams.
Kerber's study concludes that a virtual team leader is faced with unique challenges but that the leader can overcome those challenges by using advanced communication technology while remembering that not only is it important to communicate via technology, but it also matters as to what, why and how the information is communicated. Finally, the ComCorp study finds that "while there are formidable barriers and problems to overcome, our experience suggests that managers can successfully harness the talents and capabilities...
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