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Long Distance Leadership: Communicative Strategies for Leading Virtual Teams
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Author(s): Stacey L. Connaughton (Rutgers University, USA)and John A. Daly (The University of Texas, USA)
Copyright: 2004
Pages: 29
Source title:
Virtual Teams: Projects, Protocols and Processes
Source Author(s)/Editor(s): David Pauleen (Victoria University of Wellington, New Zealand)
DOI: 10.4018/978-1-59140-166-7.ch005
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Abstract
Because virtual teams are becoming more common in global organizations, research that explicates issues related to this emergent organizational phenomenon is necessary. One major topic is the leadership of virtual teams. Drawing on data from a series of in-depth interviews with project leaders, senior managers, and executives of six global organizations, in this chapter, what virtual team leaders perceive to be effective communicative tactics in virtual settings will be illustrated. Specifically, tactics related to two leadership challenges commonly cited in the academic and popular press are explored: (a) overcoming virtual team members’ feelings of isolation—feelings of disconnectedness, lack of cohesiveness, and limited identification with the virtual team leader and the organization; and (b) building and maintaining trust. Also presented in the chapter are some strategies for managing cross-cultural communication issues, and tips are offered on the use of communication technologies in distanced settings.
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