Characteristic of Teams and Leadership Behavior

This document analyzes the characteristics of distributed and virtual teams and explores leadership behavior in virtual teams. It discusses the benefits and productivity of distributed teams and the reliance on communication technology in virtual teams. It also examines the leadership behavior in virtual teams and the theories applied to understand leadership in temporary organizations.

Running head - CHARACTERISTIC OF TEAMS AND LEADERSHIP BEHAVIOR
Characteristic of teams and leadership behavior
Name of the student
Name of the university
Author’s note

1CHARACTERISTIC OF TEAMS AND LEADERSHIP BEHAVIOR
Analysis of characteristic of distributed and virtual teams
It could be stated that often distributed teams is known as remote. Distributed team is
a kind of team that could be classified as onsite and offsite engineering talents. It is a hybrid
model for onsite and remote employees, where they join the forces with other independent
professionals for tackling big and small projects. Sometimes, it is often known as co-located
teams at where all the members present would be working under the same roof (Seshadri and
Elangovan 2019). There are many perks of working in a distributed team which is often very
exciting for all the kids of employees. This perks are known as the benefits or often could be
aligned as the characteristics of the distributed teams. The distributed team is often happen to
be very productive. In the particular hiring process for distributed teams, often they hire
highly self-motivated individuals. Usually these kinds of self-motivated are seen at start-ups.
Virtual team is classified geographically dispersed team. Many times, often usually
virtual team is also known as distributed team. It have been referred to be a group of
individuals that works together from various or different geographic locations and compose
of a rely on the communication technology, like online chats, fax, emails and video
conference in order to collaborate (Alsharo, Gregg and Ramirez 2017). It composes of
various kind of valid point that makes the team approachable. Virtual teams are good relying
heavy amount of communication related information. It have benefit to the employee that the
member of the teams or the employees that are organized as a virtual team could work
anytime form any place around the globe. Organizations adopt the concept of virtual team as
it helps in reducing the operating cost by encouraging the knowledge sharing within the
employees.

2CHARACTERISTIC OF TEAMS AND LEADERSHIP BEHAVIOR
Leadership behavior practice and appropriate ones
In a virtual team, leaders involve and engage in a transactional and transformational
interaction. They foster a strong sense of rapport within the organization and their respective
teams (Jansen et al. 2016). They are trusted by the team members in a highly undoubted
manner. In manner to support the transformational needs of the team members, many
communicative interaction are taken through the help of solidarity building blocks.
In a temporary organization, various kinds of theories are applied in manner to make
the quality of leadership behavior more effective. It is oriented that the team member are
likely to become utmost functional and productive in terms of service when it comes to work
under and effective leader. They would be supporting their peers and help them in achieving
the desired goals of the organization and servicing to the mission statement of the
organization. Thus, it is possible that self-revolving team would be leadership authority
without insight of the organization that they would be working in. Theories like person
oriented leadership, situation oriented leadership and interaction oriented leadership are
applied to understand the strains of leadership behavior in a temporary organization
(Hoffmann and Loughead 2016). Therefore, it could be concluded that leadership aspects of
behavior would be dependent on the aspects organizational stigma.

3CHARACTERISTIC OF TEAMS AND LEADERSHIP BEHAVIOR
References
Alsharo, M., Gregg, D. and Ramirez, R., 2017. Virtual team effectiveness: The role of
knowledge sharing and trust. Information & Management, 54(4), pp.479-490.
Hoffmann, M.D. and Loughead, T.M., 2016. Investigating athlete mentoring functions and
their association with leadership behaviours and protégé satisfaction. International Journal of
Sport and Exercise Psychology, 14(1), pp.85-102.
Jansen, J.J., Kostopoulos, K.C., Mihalache, O.R. and Papalexandris, A., 2016. A Socio‐
Psychological Perspective on Team Ambidexterity: The Contingency Role of Supportive
Leadership Behaviours. Journal of Management Studies, 53(6), pp.939-965.
Seshadri, V. and Elangovan, N., 2019. ROLE OF MANAGER IN GEOGRAPHICALLY
DISTRIBUTED TEAM; A REVIEW. Journal of Management (JOM), 6(1).