Building Teams from a Distance

[Excerpt] Virtual teams are comprised of individuals that are separated geographically or organizationally and that rely primarily on technology to complete tasks (Powell, Piccoli & Ives, 2004). This work arrangement has been found to be advantageous for many firms because it reduces the costs and time associated with employee travel. It also permits organizations to attract and retain top talent because workplace flexibility is increasingly seen as a crucial aspect of job satisfaction for many employees (Bergiel, Bergiel & Balsmeier, 2008). Virtual teams are also valuable to many businesses because team members commonly focus their interests on tasks instead of shared social or cultural environments, which often impact the dynamic within conventional teams (Hamilton & Scandura, 2003). This fosters a working environment that encourages innovation and decreases discrimination by hierarchy, employee impairments, race or age because productivity is more important than other characteristics (Bergiel et al., 2008). While virtual teams have many advantages, they frequently struggle to establish a strong sense of trust between individuals, frequent team member intercommunication, and effective leadership; all of which are necessary for team success

Group Maintenance Behaviors in the Decision-Making Styles of Self-Organizing Distributed Teams

Businesses, universities, and other organizations are increasingly reliant on self-organizing, distributed teams which are enabled by information and communication technologies (ICTs). However, inherent geographical, organizational, and social limitations of ICTs challenge the relationships necessary for groups to make effective decisions. Understanding how group maintenance plays out within the context of different styles of decision making may provide insight into social tactics undertaken in such teams. Group maintenance is defined as discretionary, relation-building behavior that enables group members to trust and cooperate with one another more easily [1]. Decision style refers to the extent to which group decision making involves a broad contribution from group members other than leaders. It may range from the most autocratic style where a decision is made by one or a few individuals, to truly collaborative where every member has the opportunity to affect the decision. This study examines group maintenance within decision-making behaviors of Free/Libre Open Source Software (FLOSS) development teams as examples of distributed teams. Most FLOSS software is developed by such teams that are both dynamic and self-organizing, comprised of professionals, users, and other volunteers working in a loosely coupled manner [2-4]. These teams are nearly entirely virtual in that developers contribute from around the world, meet face-to-face infrequently (if at all), and coordinate their activities primarily through computer-mediated communications (CMC) [6, 7]

Building an Ethical Small Group (Chapter 9 of Meeting the Ethical Challenges of Leadership)

This chapter examines ethical leadership in the small-group context. To help create groups that brighten rather than darken the lives of participants, leaders must foster individual ethical accountability among group members, ensure ethical group interaction, avoid moral pitfalls, and establish ethical relationships with other groups. In his metaphor of the leader\u27s light or shadow, Parker Palmer emphasizes that leaders shape the settings or contexts around them. According to Palmer, leaders are people who have an unusual degree of power to create the conditions under which other people must live and move and have their being, conditions that can either be as illuminating as heaven or as shadowy as hell. 1 In this final section of the text, I\u27ll describe some of the ways we can create conditions that illuminate the lives of followers in small-group, organizational, global, and crisis settings. Shedding light means both resisting and exerting influence. We must fend off pressures to engage in unethical behavior while actively seeking to create healthier moral environments

Values-Based Network Leadership in an Interconnected World

This paper describes values-based network leadership conceptually aligned to systems science, principles of networks, moral and ethical development, and connectivism. Values-based network leadership places importance on a leader\u27s repertoire of skills for stewarding a culture of purpose and calling among distributed teams in a globally interconnected world. Values-based network leadership is applicable for any leader needing to align interdependent effort by networks of teams operating across virtual and physical environments to achieve a collective purpose. An open-learning ecosystem is also described to help leaders address the development of strengths associated with building trust and relationships across networks of teams, aligned under a higher purpose and calling, possessing moral fiber, resilient in the face of complexity, reflectively competent to adapt as interconnected efforts evolve and change within multicultural environments, and able to figure out new ways to do something never done before

Virtual Leadership: Required Competencies for Effective Leaders

There are countless books, articles, and resources available which attempt to identify the competencies and qualities of effective leaders. Traditionally, leaders have been at the center of a community, be it work, church, or social groups. In these communities, face-to-face meetings and close personal interaction have dominated the way leaders interact with their members. However, with the advent of the internet and the host of communication tools that followed, teams today are becoming increasingly dispersed and diverse. Studies are now being done to understand how leadership has or should evolve in order to meet the changing needs and demands of these new and different communities. Some argue that leadership in the virtual environment is simpler as fewer tools are available to virtual leaders. Others may argue that access to fewer tools makes virtual leadership more complex and challenging than traditional leadership. This paper will explore leadership in virtual settings and how it’s changing as more teams move away from traditional team environments. I’ll review the responsibilities and roles of virtual leaders in an effort to better highlight the core competencies needed in today’s virtual settings. I’ll also look at competencies required of global virtual leaders and I’ll address how these competencies can be cultivated to ensure leaders are more effective in leading teams in these new environments

Developing Global Mindset and the Impact on Virtual Teams

[Excerpt] Increasingly global and competitive in nature, today’s work environment necessitates more cooperation, collaboration, and cross-cultural understanding than ever before. Many significant changes have altered the way companies conduct business. Companies now compete in a global economy that demands quality goods and services at competitive prices. Consumers, through increasing demand for better quality, force companies to remain competitive by providing (1) tailored solutions for specific needs and (2) responding rapidly to market changes. In this global context, speed and personalized solutions create customer growth. But how do multinational companies respond to these two often competing forces? Expanding on the concept of traditional teams, one solution has been to institute virtual teams composed of diverse members best suited to a variety of projects. Consistent with the increasingly global context in which these teams operate, members of virtual teams must be dynamic, flexible, and culturally intelligent in order to speedily deliver tailored products and services globally. Considering the increased use of virtual teams, this paper aims to explore the role of a global mindset in overcoming the challenges associated with working across cultures, especially when such teamwork occurs at a distance. Next, the differences between local and global mindsets will be discussed and essential global competencies identified. Finally, strategies for developing a global mindset in leaders and employees will be outlined

A Typology of Virtual Teams: Implications for Effective Leadership

As the nature of work in today\u27s organizations becomes more complex, dynamic, and global, there has been an increasing emphasis on far-flung, distributed, virtual teams as organizing units of work. Despite their growing prevalence, relatively little is known about this new form of work unit. The purpose of this paper is to present a theoretical framework to focus research toward understanding virtual teams and, in particular, to identify implications for effective leadership. Specifically, we focus on delineating the dimensions of a typology to characterize different types of virtual teams. First, we distinguish virtual teams from conventional teams to identify where current knowledge applies and new research needs to be developed. Second, we distinguish among different types of virtual teams, considering the critical role of task complexity in determining the underlying characteristics of virtual teams and leadership challenges the different types entail. Propositions addressing leadership implications for the effective management of virtual teams are proposed and discussed

Determining how information technology is changing the role of leadership in virtual organization

Includes bibliographical references

Distributing Leadership

{Excerpt} The prevailing view of leadership is that it is concentrated or focused. In organizations, this makes it an input to business processes and performance—dependent on the attributes, behaviors, experience, knowledge, skills, and potential of the individuals chosen to impact these. The theory of distributed leadership thinks it best considered as an outcome. Leadership is defined by what one does, not who one is. Leadership at all levels matters and must be drawn from, not just be added to, individuals and groups in organizations

Game Changer: Investing in Digital Play to Advance Children's Learning and Health

Based on a literature review and interviews with digital learning experts, explores how digital games can foster skills and knowledge for better academic performance and health. Makes recommendations for government research, partnerships, and media