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).
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.
To ensure team effectiveness throughout the team life cycle, adjustments to traditional team approaches are necessary in the virtual environment. Clear objective communication can be another avenue to trust development and ensure all members stay on task. Extrinsic motivation originates from outside the team and can include such reasons as rewards, evaluations, feedback, peer pressure, and team culture. Intrinsic motivation develops from within the team, team processes, internal motivation, and ownership. However, intrinsic motivation may be channeled outside the team if the team reward system is not properly structured.
Decision making in cloud based teams use various approaches, and enforce clear communication of how decisions are made. Explaining progress and updating the shared vision while honoring the diversity of both team members and the cultures of the business environment for all stakeholders.
Leaders of cloud based teams must be aware of contribution gaps in asynchronous exchanges as well as potentially divisive virtual communications among stakeholders of the team.
Tips to remember:
1. Think creatively.
2. Understand your roles and responsibilities.
3. Create engagement and build community.
4. Master a variety of technical tools and understand when to use them.
5. Communicate responsively, clearly, and effectively.
6. Be emotionally intelligent.
7. Be self-directed and lead stakeholders to be self-directed.
8. Organization and planning is critical.
9. Be outcome driven.
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#weiner
Wang, J. (2013, Feb).The empowering force. Retrieved from:
http://www.entrepreneur.com/article/225804#libi
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