Leadership online requires that management
overcomes communication challenges that can occur when working virtually.
Without face to face interaction, it can be tricky to create engagement,
challenge employees, spark interest in the tasks required, and facilitate
projects. New models need to be created to define the behaviors, skills,
and attributes of a successful leader in an online setting.
Differentiating average and exceptional virtual
leaders in an organization is similar to the recognizing the difference between
mediocre and professional athletes. A mediocre athlete may be technically
precise, but lack the intuitiveness and ease of a professional. Likewise, an
online manager must exhibit the behavior and skill of a virtual leader.
However, data from studies suggested that highly effective virtual leaders
intuitively display ‘constellations’ of attributes. By effectively
blending core attributes, these leaders build a collaborative online culture
that furthers instructional objectives.
Scholars and researchers can address virtual
leadership is a multi-disciplinary construct. Data from studies indicate
that virtual leadership requires mastery of technological as well as people
skills. Unlike face-to-face teamwork, virtual collaboration intertwines technology
and communication. From a business perspective, virtual education and work
continue to flourish. While brick-and-mortar institutions continue to operate,
a growing number of organizations deliver goods and services in a virtual
environment (e.g., eCommerce, webinars, simulations, conferences).
Understandably, synchronous and asynchronous communication is critical in a
virtual environment.
Virtual leadership is the practice of leading an
organization in a virtual environment regardless whether the organization is
hybrid or virtual. E-teams are increasingly being created in
organizations that can span time and distance, taking on new challenges of
globalization. Effective virtual leadership encompasses the leadership of
virtual teams by effectively increasing the trust of stakeholders working
remotely, and reducing process losses by effectively using technology. A
virtual team leader leads a virtual team asynchronously and synchronously using
electronic means of communication.
What is successful leadership in the online
environment?
Contemporary examples of successful leadership
in the online environment can be observed in several organizations.
Leaders of successful virtual organizations consistently demonstrate
communication and interpersonal skills to complement technology. LinkedIn CEO
Jeff Weiner is an example of an inspirational and motivational leader with
outstanding results. The company currently has a 92% approval rating with
over 3,000 employees and 200 million members. A key to Weiner’s success is
melding technology with empathetic treatment of employees (Morrison, 2013).
Another example of exemplary virtual leadership
is Zappos CEO Tony Hsieh. He developed Zappos Family Core Values that outline
the organization’s brand, culture, and business strategies. Zappos grew
rapidly with a Hsieh’s hands-off approach to leadership, who leads by creating
a “positive team and family spirit" (Duncan, 2013, para. 4). Similarly,
Evernote’s CEO Phil Libin’s leadership approach endeavors to promote communication
and remove obstacles. Libin is described as having a warm, embracing
personality (Wang, 2013).
Tips to Managing Online
Manage differently
To be effective, especially when managing people
and projects online, it is important to figure out just how much to communicate
to inform people and the team of what they need to know. You need to not
over-manage and not under-manage. Never leave your team guessing about
goals, processes, objectives, and roles. Sharing deadlines and
information can give people necessary information to feel part of the group, if
appropriate. Be inclusive, professional, objective, and kind.
Think expansively
Getting on board with technology is critical to
take advantage the online environment. As a leader working online, it’s
beneficial to consistently try new software and programs that may enhance
communication. Take advantage of videos and interactive tools that convey
learning objectives in a variety of ways. People are stimulated with a
variety of experiences, so an absolute must is great communication via written
word, presentations, online chats, videos and Skype. Be able to
communicate clearly, to the point, supplemented by notes. Convey goals and
responsibilities clearly.
Understand your role
Most importantly is upholding professionalism
online. No silly tweets and Facebook entries that are amateurish.
It's often beneficial to use social media to connect with group, but keep
it non-personal and respectful. Get to know the team, communicate with
them in a respectful, firm, but kind tone. Build relationships one on one
and with the group. Adjust the level and frequency of communication based on the
situation. Have one on one phone meetings and emails to bond and answer
questions. Document the assignment roles, goals, timeline. Promote, high
level quality learning experiences.
Support engagement
The core is communication to creating
engagement, and building community. Try to emulate a virtual office as much as
practical. Technical skills and communication skills dominate virtual work.
Good communication skills are essential, and an ability to anticipate what
reactions might be to a particular topic or statement, and/or how it may be
misunderstood. Especially when it comes to written online communications, there
is such a big possibility of miscommunication due to the lack of body language
and facial cues. It is essential to make communications very clear, and to be
able to place yourself in your potential audience/reader's minds.
Be organized
Good online communication requires planning
ahead and organization. Communication in the cloud is supported with
technical tools such as email, tools within learning management systems, Skype,
video, and synchronous meeting chats. Use communication tools to motivate the
team and to monitor progress virtually. Practice strong technical and
people skills as an influencer and group cheerleader. Demand a high level
of respect among all stakeholders. Communicate clearly, keep tone friendly and
professional. Use technology wisely to move projects forward.
Praise good work, show that you are dependable and articulate. Establish
trust and motivation. Don't micromanage but follow up frequently.
References
Duncan, K. (2013, Feb).The positive
influence. Retrieved from: http://www.entrepreneur.com/article/225804#hsieh
Morrison, J.
(2013, Feb).The constructive critic.
Retrieved from:http://www.entrepreneur.com/article/225804#weine
Wang, J. (2013, Feb).The empowering force. Retrieved from: http://www.entrepreneur.com/article/225804#libi
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