Leading virtual teams
Leading virtual teams
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DOI：
10.5465/amp.2007.24286164
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发表时间：
2007-02-01
影响因子：
8.9
通讯作者：
Rosen, Benson
中科院分区：
文献类型：
--
作者：
Malhotra, Arvind;Majchrzak, Ann;Rosen, Benson
虚拟团队的成员地理分散且跨职能，但其工作任务高度相互依赖，因此带来了独特的领导力挑战。根据我们的观察、访谈和调查数据，我们确定了虚拟团队有效领导者的六种领导实践。具体来说，我们详细阐述了成功的虚拟团队的领导者如何：1）通过使用通信技术建立和维持信任； 2）确保分布式多样性被理解和重视； 3）管理虚拟工作生命周期（会议）； 4）利用技术监控团队进度； 5）增强虚拟成员在团队内部和组织外部的可见性； 6) 使虚拟团队的个人成员能够从团队中受益。虚拟团队领导者的这些实践可以为培训和发展未来虚拟团队领导者奠定基础。
Virtual teams, whose members are geographically dispersed and cross-functional yet work on highly interdependent tasks, present unique leadership challenges. Based on our observations, interviews, and survey data, we identify six leadership practices of effective leaders of virtual teams. Specifically, we elaborate how leaders of successful virtual teams: 1) establish and maintain trust through the use of communication technology; 2) ensure that distributed diversity is understood and appreciated; 3) manage virtual work-life cycle (meetings); 4) monitor team progress using technology; 5) enhance visibility of virtual members within the team and outside in the organization; and 6) enable individual members of the virtual team to benefit from the team. These practices of virtual team leaders can be used to establish a foundation for training and developing future virtual team leaders.