virtual teams


Businesses are getting more global and so are the leaders that lead a virtual team in these enterprises. It?s rare for a leader to find all his team member in one location, more often than not they are geographically dispersed in different time zones.
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Virtual teams are an increasingly prevalent organizational structure that promises to transform the way business is conducted within and between organizations. The best employees, who can be located anywhere in the world, expect personal flexibility in a global work- day that extends over twenty-four rather than the traditional eight hours. Virtual teams, characterized by geographically distributed human resources, offer important challenges as well as opportunities for leaders.
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Virtual team leaders operate in different conditions than leaders of traditional co-located teams. They are often called on to play both a team member and leader role at the same time, and they may be part of more than one virtual team with a leadership role in one and a member role in another.
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When in the leader role, these virtual team leaders face unique challenges: they need to ensure quality performance of team members and mentor and coach team members, all from afar.
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Competencies for new age leaders
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These new competencies include technological proficiency and appropriate use of technology, cross-cultural management skills, ability to coach distant team members, ability to build trust among dispersed team members, networking with others outside the team such as customers or other stakeholders, and remote project management skills.
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New age leaders assume multiple roles
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Researchers have found that effective virtual team leaders need to perform multiple leadership roles simultaneously.
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Research suggests that virtual team leaders need to assume six different roles, which are indicative of effective leadership in brick-and-mortar settings as well:
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1.???? Living example: Serve as a role model of effective virtual teaming
2.???? Coach: Help team members develop their own potential and ensure accountability in others
3.???? Business analyzer: Translate changes in the business environment into opportunities for the organization
4.???? Barrier Buster: Open doors and run interference for the team
5.???? Facilitator: Bring together necessary tools, information, and resources for the team to get the job done
6.???? Results catalyst: Help the team improve performance and achieve good results
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Being empathetic is the key
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Highly effective virtual team leaders are mentors and exhibit a high degree of understanding (empathy) toward their team members. At the same time, they are able to assert their authority without being perceived as overbearing or inflexible. Furthermore, they are adept at providing regular, detailed, and prompt communication with their peers and in articulating role relationships (responsibilities) among the virtual team members
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Virtual team leaders do not exercise control over others; rather, they coach individuals in remote locations on self-control. As a result, the leadership styles that they depend on may vary. Leadership styles that virtual teams use range from permanent leaders, to rotating leaders, to either a leaderless structure or one assisted by a facilitator or coordinator. Leadership styles may not remain constant throughout the team?s life.
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Using these tips, you will be able to effectively lead and manage a globally dispersed team.

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Jappreet Sethi
Jappreet Sethi, CEO and founder of HexGn, stands out as a strategic human resource management and entrepreneurial mentorship expert. Under his leadership, HexGn, known for its dynamic community of serial entrepreneurs and industry experts, has trained over 5000 entrepreneurs from 20+ countries, reinforcing its global impact in entrepreneurial education. Sethi’s extensive experience includes strategic government projects, developing e-commerce strategies, and authoring white papers on technology in internal security. His international workshops have spanned 15 countries, aiding participants and clients in raising investments. His tenure as head of People and Process Consulting at Jones Lang LaSalle India and his role on JLL's global Diversity board reflect his deep understanding of organizational dynamics and transformative change. A certified facilitator with an impressive track record in leadership development, Sethi’s expertise in process management is evident in his achievements as a Six Sigma Black Belt and master lean practitioner. He’s also a visiting faculty member at leading institutes, a prominent speaker, and the founder and lead editor of the acclaimed HR blog, humanresourcesblog.in. Recognized as a top HR influencer, Sethi's unique blend of strategic HR expertise, global mentorship, and organizational transformation insight makes him an invaluable asset in guiding companies through growth and innovation.

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