Leading Virtual Teams Assignment Report

RUNNING HEAD: Leading Virtual Teams 1
Leading Virtual Teams
Kathy Feehan
LaKeshia Kess
Raynard Porter
Lorette Rivera-Lugo
Ashley Sanders
UMGC

LEADING VIRTUAL TEAMS 2
Leading Virtual Teams
Virtual teams face multiple challenges from geographical and cultural differences to a
lack of cohesion and team identity. Creating a corporate or team culture is hard to do with
organic teams and even harder with virtual teams since that culture and sense of identity must be
created remotely. However, there are multiple tools and methods leaders can use to ensure a
virtual team runs effectively. These include, but are not limited to, establishing clear work
systems, utilizing effective communication tools, meeting regularly, and creating a professional
work environment. In addition, differentiation, integration, formalization, centralization and
mechanistic versus organic designs should be considered when determining how to structure a
virtual team.
One strategy leaders my employ when managing a virtual team is establishing clear work
systems. Works systems can be a charter that explains the team’s mission, a business problem
the team has been assigned to solve, or the team’s objective. It should clearly define each team
member’s role, how decisions will be made, and the decision-making process should be outlined
and understood by everyone. Ensuring everyone on the team is in agreement with defined work
systems and long term goals, aids in having and managing a more productive virtual team.
Effective communication platforms are also essential. “A new idea dies unless it finds a
breeding place” (Kratzer, et. al., p. 8, 2003). Establishing the right communication format or
“breeding place” for a virtual team aids in team success, and minimizes challenges regularly
associated with virtual teams. Factors which determine the most effective means of
communication depend on the group’s size, familiarity with technology, time zone, cultural
differences, language barriers, and the actual subject matter just to name a few. Communication
technology used most often includes, message boards, instant messaging, emails, and web

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conferences. The group must identify how to communicate in the absence of traditional cues,
how to interpret tone, non-verbal cues such as the interpretation of not responding, how to relate
to team members of the same or various cultures, and how to relate to people not comfortable
communicating in writing. In light of these challenges, standardizing communication can help to
focus and build confidence in the virtual group. In addition, the use of technology can reduce
time spent providing the same instruction to all members of the group, gain support, help team
members connect with the mission, and promotes team unity. In relation to communication
platforms, interpersonal skills are another very important part of communicating in a virtual
group setting. Actively listening, understanding another’s point of view, and freely sharing one’s
ideas will help the growth of the team. Input should always be asked in a manner which
encourages open dialogue and is not offensive keeping diversity in mind. Leadership may
provide soft-skills training to guarantee team members possess the required communication
skills. “Through effective communication building on the knowledge of the various team
members, teams facilitate the exchange of information and create new knowledge and insights”
(Kratzer, et. al., p. 8, 2003).
In addition, scheduling regular meetings with team members is an essential tool leaders
can use to establish team cohesion. These meetings can set precedence for quality of work, build
team identity, and clarify organization mission and goals. Ideally, meetings should occur on the
same day and time each week and help the members better execute tasks assigned. Further,
regular team meetings help foster trust and build relationships, which are the foundation of an
effective team. Regularly scheduled meetings also give the team a chance to clarify tasks and
processes. Not meeting regularly, or acculturating the importance of the meetings, may cause
pitfalls in productivity. Finding the most effective and accessible communication technology will

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make scheduled meetings more productive, help establish a battle rhythm, track commitments,
and clarify confusion or issues in a timely manner. It should be noted, regular meetings don’t
need to be lengthy to be effective. Setting meetings in fifteen minute increments can still achieve
a desired goal while accommodating individual group members outside obligations. The purpose
of meeting with team members regularly is to evaluate the team’s success based on leadership’s
directives. It also, “... helps to identify issues before they become full-blown problems” (Combs
& Peacocke, 2007, p.28). Finally, meetings are an important part of bringing teams together
through human interaction. Whether they’re held weekly or daily, meetings allow everyone to
clear the air and check in on progress.
Leaders should also establish clear and detailed deliverables the team can reflect on and
use as a resource. This includes expectations the group will adhere to as they complete projects,
timelines that need to be met, and most importantly what needs to be produced or provided to
meet the goals of leadership and the organization. Deliverables should not be subjective in order
to maintain consistency and allow the group to be on the same page. Communicating these items
clearly will mitigate confusion and conflict as projects progress. To assist with accountability,
details of the project should be listed for all members to review. Not only will this aid in
accountability, it will allow team members to assist each other as they discover their strengths
and weaknesses as a team leading to team member satisfaction.
While leaders are establishing tools and structures of the team, standards for professional
behavior should also be considered. Workplace culture at each branch and geographical location
will differ; however, universal guidelines for what is deemed appropriate professional behavior
for the virtual team will need to be defined and communicated to all members by leadership.
Professionalism may be codified in workplace ethics policy setting guidelines for behavior of