Virtual Groups

            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.