In a global economy, the use of internet and telecommunications
provide significant means of enabling individuals to interact and work
in conjunction.
Accordingly, the concept of a virtual team refers to the
utilization of communication technologies which allow team members to
work collaboratively regardless of distance or physical boundaries.
The goal is to complete tasks in a time and cost efficient manner.
Individuals are allotted an ample amount of flexibility as well. Additionally,
virtual teams are capable of sharing and processing information,
networking within the organization, interacting with pertinent third
parties, and maintaining internal
operations (Levi, 2011).
However, virtual teams have the potential to lack cohesion. Establishing effective social support may prove to be difficult.
Furthermore, individuals could be bombarded with information or
suffer from structural inconsistencies, misinterpretation, or a sense of
seclusion.
Such issues create an environment in which unity or connectedness
are compromised and conflict is more prevalent and less manageable
(Levi, 2011).
Another factor to consider is the role of leadership within the virtual team.
Under these circumstances, leaders are required to promote task
and goal achievement, improve team behavior and performance, and
determine impending alterations (Carte, Chidambaram, & Becker,
2006).
Although such responsibilities parallel leadership requirements
in face-to-face organizations, virtual assemblies present additional
challenges.
Researchers note that “leadership mediated by technology, while
likely focused on the same performance and relationship enhancing
outcomes, may take a different form due to changes in the availability
of information, dispersion of the team, and permanence
of the communications” (Carte, Chidambaram, & Becker, 2006, p.
324).
Furthermore, establishing rapport, managing conflict, and handling personal issues raises concern (Zigurs, 2003).
In effort to overcome such issues the leader may implement
project management software, encourage team members to participate in
discussion forums, or utilize instant messaging, or chat rooms (Levi,
2011).
Additionally, social media sites such as Facebook or LinkedIn may enhance virtual cohesion.
References:
Carte, T.A., Chidambaram, L., & Becker, A. (2006). Emergent leadership in self
managed virtual teams: A longitudinal study of concentrated and shared
leadership behaviors.
Group Decision & Negotiation, 15, 323-343.
Levi, D. (2011).
Group dynamics for teams (3rd ed.). Thousand Oaks, CA:
Sage Publications.
Zigurs, I. (2003). Leadership in virtual teams: Oxymoron or opportunity?
Organizational
Dynamics, 31(4), 339-351.
