Virtual Team Leadership Communication

Team Leadership

Virtual Communication and Team Leadership

In "So far, so good: Even physical distance can't stop your employees from going above and beyond" author Robert McGarvey considers the growing popularity of virtual teams and considers the factors necessary to making a virtual team successful. The article provides useful information on the potential benefits of virtual teams that could assist community groups or organizations in considering how they operate. The article also provides useful information on managing and leading a virtual team effectively.

McGarvey begins by listing the reasons that virtual teams have become popular, with this list describing the potential benefits of virtual teams. The first reason given is that a virtual team allows organizations to get closer to their customers since team members can be physically close to customers. The second reason given is that a virtual team is a cost-effective option for employees in international locations. The third reason given is that it gives organizations access to potential employees without location limiting options. This means that an organization can select employees from a larger pool of employees and can get the specific expertise required. The final reason given is that Internet technology has made it possible to communicate and collaborate effectively without being in the same location. For community groups and organizations, these points highlight that team members no longer have to be in the same location, while showing the major benefits of virtual teams. This information encourages managers to recognize new possibilities and consider if virtual teams could be an effective method providing benefits for the organization.

In the next part of the article, McGarvey provides information on how to manage and lead a virtual team effectively. The first point made by McGarvey is that virtual teams are not suitable for every person. Specifically, McGarvey notes that they are not suitable for hands-on tasks and not suitable for projects that require "high sensitivity to nuances that are easy to miss when face-to-face contact is lacking" (McGarvey 1997, p. 81). This information shows that deciding whether a virtual team will be effective is not just decided by what the organization does, but also by what tasks or projects the team is being created for. McGarvey then moves on to discussing the importance of effective communication in the virtual team. This includes noting that expensive videoconferencing equipment or expensive software in not necessary. Instead, McGarvey notes that many companies manage successful virtual teams using only the telephone and email. This information shows that utilizing a virtual team does not require a large outlay for equipment and makes it clear that a virtual team can be a low-cost solution. McGarvey then provides specific information on steps to take to ensure the virtual team operates successfully. These include that the team should be brought together for a face-to-face meeting initially, that face-to-face meetings should continue to be held regularly, that the team should have a clear purpose, and that team members should have clear roles. McGarvey also describes the leadership necessary for a virtual team, emphasizing that the leadership needs to be flexible and non-controlling. This includes that the team leader asks as decision-maker, but also allows other team members to act as leaders when specific tasks involve their expertise. In this way, the team leader asks as team manager and focuses on organizing overall tasks and inspiring members, rather than providing direct control. This information provides insight to community groups and organizations on how to effectively manage a virtual team, including showing how managing and communicating with a virtual team is different than managing a traditional team.

In the article "Leading a team of strangers" Glenn Parker describes how organizational teams are increasingly made up of diverse members. This takes into account the rise of both virtual teams and cross-functional teams. Parker then provides information on the new type of leader required to effectively manage such teams. For community groups and organizations, this information provides insight into effective team leadership, while also providing a basis on which organizations can consider what skills they need in a leader or why current leaders may not be achieving maximum results.