Exploring Effective Leadership Strategies in Virtual Teams

The provided content is a collection of research articles, books, and online sources that discuss various aspects of working with and leading people. The topics covered include virtual teams, leadership, identity construction, technology, public health, education, sustainability, accessibility, and change management. The resources highlight the importance of effective leadership in different contexts, including organizational settings, community responses to crises, and individual relationships.

Working with and
leading people

Table of Contents
TASK 1............................................................................................................................................4
1.1................................................................................................................................................4
1.2................................................................................................................................................4
1.3................................................................................................................................................5
1.4 ...............................................................................................................................................5
3.2................................................................................................................................................6
TASK 2............................................................................................................................................6
2.1................................................................................................................................................6
2.2 ...............................................................................................................................................7
2.3 ...............................................................................................................................................8
2.4 ...............................................................................................................................................8
TASK 3............................................................................................................................................9
3.1................................................................................................................................................9
3.3 ...............................................................................................................................................9
TASK 4..........................................................................................................................................10
4.1..............................................................................................................................................10
4.2 .............................................................................................................................................10
4.3 .............................................................................................................................................11
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................11

INTRODUCTION
The present report is presented to highlight the concept of human resource with respect to
reflect outcomes on how to manage and lead people. The report shows the recruitment and
selection procedure carried out by American established company that is Avon and presently is
operating within more than 100 countries including those of UK. The company has been leading
the cosmetic market with the support of effective human resource's strength (Lipnack and
Stamps, 2008)
TASK 1
1.1
JOB DESCRIPTION AND PERSONAL SPECIFICATIONS FOR AREA MANAGER
Job description are mentioned below:
 Candidate must be able to manage the working of different stores and departments in the
region.
 Candidate must possess required skills and ability for motivating the employees to
perform better.
 Candidate must possess the required leadership skills for controlling and supervising the
performance of different stores and departments.
 Personnel must be able to design attractive schemes and offers to increase the sales.
 Personnel must have an in depth knowledge of various departmental functions required to
be performed by other lower level managers to improve the overall performance of
regional department.
Personal specifications are mentioned below:
 Candidate is expected to have a broad mindset to adjust to the cultural diversity in the
business.
 Candidate is expected to possess leadership qualities for providing required guidelines to
the employees.
 An impressive and influencing attitude to attract customers for increasing sales targets.
1.2
LEGAL, REGULATORY AND ETHICAL CONSIDERATIONS

Company requires an efficient senior level sales manager to look after the management
and supervision of sales department of each regional store fronts individually and overall sales
performance of these store fronts collectively (Lepsinger, 2010). The recruitment ans selection
process of senior sales manager must be undertaken considering the impact of legal, regulatory
and ethical considerations.
Impact of legal, ethical and regulatory considerations: The laws and regulations framed
by government have considerable impact on the recruitment and selection process with respect to
sales manager. Various legislations have been framed by the government to protect the interest
of employees which are required to be applied by the company. Laws related to equal pay must
be considered to frame policies regarding pay-roll of senior managers to ensure that other senior
level managers does not experience partiality on account of higher wages been paid to the sales
manager. Regulations related to provide equal treatment must be followed by the company with
respect to age, caste, colour or religion of the candidate. By following these regulations, the
company's image in the society will be increased and the activities will expand at higher rates
(Lev, 2013).
1.3
SELECTION PROCESS OF MANAGERS
The selection process of Area and Sales manager was conducted professionally on strict
basis ensuring appliance of disciplinary standards. Candidates from all over different regions of
globe had applied to participate in the selection procedure for the job vacancy of position
mentioned. The candidates were observed to possess quality skills and abilities to perform the
task of managing the sales and regional departments. Moreover, required educational
qualifications for the designation were also obtained with documentary evidences required.
On the other hand, the organization had applied enough efforts for designing programmes
to evaluate the personal and educational intelligence among the candidates. The candidates were
provided with practical presentation of the scenario prevailing and what required modifications
need to be made to improve the effectiveness of sales department in successfully increasing the
sales (Karp and Helgø, 2009).

1.4
OWN CONTRIBUTION IN SELECTION PROCESS:
The role of the manager is crucial in select the right candidates for specific job within the
organisation. Primary task officer to review of all applications for vacancy in the company and
select only those who have appropriate knowledge and skill to particular profession. For example
reject candidates that holding diploma in art for apply for technical job. Conducting interview to
check the communication, problem solving and stress level of nominee it is very crucial for HR
manager to select only them who have this quality to perform marketing task to interact with
people and solve their quires in less time. Key responsibility of human resource officer to
remove all the discrimination in selection and recruiting process provides equal opportunity to all
candidates to present their skills and get that particular job in Avon. In this process another role
of manager is to design structure of interview including aptitude test, group discussion, personal
interview with shortlisted applicants (Karp and Helgø, 2008).
3.2
SELECTION OF AN APPLICANT
Being a Senior sales manager of the company, the task of selection of sales executive for
the London branch was been carried considering the need to manage the sales issues and sales
promotions programmes. With respect to recruit appropriate personnel an advertisement was
drafted upon company's website, newspapers and also digital means were utilized for the same.
On account of advertisement drafted applications for participating in selection process
were obtained. Out of that only two candidates were selected having appropriate personnel and
educational qualifications. Both of the candidates were possessing similar qualities and
qualifications. Therefore, the task of selection became comparatively complex. The candidates
had given references of employees that are belonging to the sales team .
However upon discussing the scenario with senior level manager controlling overall
management department, it was concluded to carry out practical examination to observe the
communication skills of the applicants. An area for practical examination is built to provide an
environment of practical market situation. The candidates were examined here and they were
required to use communicative skills to promote sales techniques among employees (Offstein,
Morwick and Koskinen, 2010).

TASK 2
2.1
Skills and attributes needed for leadership:
Leadership is the art that motivates a group of individuals toward achieving of common
objective. A leader is a director of the decision making. This company leadership program based
on a Multi-tried compensation program.
 Solve problems and analyses issues: A leaders are trained and chosen to solve
organizational problems, to take advantage of opportunities in the marketplace. And
decision making skill is the most important skill that a leader needs to have.
 The skill of relationship building: for the success of any products and business, you still
need strong relationships to succeed. Leader must have new ideas and also able to
recognize a good ideas.
 Self motivated: If a leader is a lack of self-motivation, it will be difficult for him to
motivate other individual at least leader need take a little time for himself.
 The ability to create an inspired culture: A culture of inspiration and motivation
influences others to perform at their best in the organization.
 Commitment: one of the most important assets of any leaders are committed to their
companies and employees (Mesquita and et.al., 2007).
 Strong communication: strong leaders know how to communicate effectively with
employee at both higher and lower levels in the organization.
Leaders must have a managerial, technical, human, and conceptual skills. Leaders set direction
and help other to do the right thing at right time. In the busy modern world of business all
qualities are necessary for success.
2.2
Management: Management refers as a all business and organizational activities of
coordinating the efforts of people to accomplish goals and objectives. Management is a goal
oriented process i.e. it has a basic goals which are the basic reason for its existence. Managers
play essential role in any business and also concern about organization’s goals. It is responsible
for themselves as well as subordinates. All managers are consider as a leaders. Managers have

the power and responsibility to make decisions and oversee an organization (Ginsberg and
Multon, 2011).
Leadership: A leader create influences on individual and encourage them to work for the
objectives of the group. A leader must be able to inspire and motivate other employees under
him and also solve the organizational problems. Effective leaders are those who influence people
regarding their works. Leader must be required to have positive attitude towards organization.
Leaders are the people who influence or control the corporate strategy of a business and take
little input into day-to-day decision making. Leaders are not managers but all managers are
leaders.
2.3
Leadership styles for different situations-
Here two leadership styles are used by Avon managers these are democratic leadership
style and transformational leadership style. Democratic leadership is also known as participative
leadership. In this type of leadership style supervisor take ideas from their peers and they
motivate their morale so that they can freely participate in decision making process.
Transformational leadership is depends upon the communication that is take place between the
leader and his followers to achieve the goals. This leadership increase the productivity and
efficiency of the organization (Arroba and et.al., 2011).
Managers take ideas from their followers or they involved them into the decision making
process. This leadership style can increase the satisfaction among the employees. This shows the
democratic leadership style of Avon.
High level of communication is takes place between the higher level authority and lower
level authority so productivity is increased in Avon and they achieved the growth in the
organization. This shows the transformational leadership style.
2.4
Motivate staffs to achieve objectives
Organizations uses many methods to motivate their employees. Avon motivate its
employees in line with the maslow's hierarchy theory. Maslow's hierarchy theory is known as
hierarchy of need theory. According to him people have different kinds of needs and Avon
focuses on these needs of employees to motivate them. When a person get satisfied with these

needs then only he can motivate himself and achieve objectives of the company. So first
employer should full fill basic needs of his subordinate. These needs are-
 Physiological needs- These are the basic survival needs of an employee such as basic pay
and employment of an employee.
 Security needs- These needs are related to old age benefits, benefits at time of
disablement and safe environment to work.
 Belongingness needs- These needs are related to interpersonal relationship and
cooperation between the employee and employer.
 Esteem needs- These needs are related to self respect, self image and respect from others
(Grant, 2008).
 Self-Actualization needs- These needs are related to personal growth and development of
self.
TASK 3
3.1
Benefits of team work in Avon Cosmetics: Team work is very important as it can
increase the output and efficiency of the organizations. In team number of employees are
working for a common goal and improve the relation between employees. Same in Avon
Cosmetics they are working as a team to accomplish goals and they increase the productivity of
the organization. some of the benefits are-
 Division of work is there when employees work in a team and it also decrease the work
load for an individual.
 Shared responsibility when things go wrong is the biggest advantage when individuals
are working in a team (Lomas, 2007).
 It can help in developing leadership qualities and leader have to act as a link between
team members and he have to fill all the communication gap between team members.
 It is helpful for all members because it gave a chance to discuss all the ideas and arrive at
a best solution.
 Team get better results and they work quickly in a shorter time than individual task.

3.3
EFFECTIVENESS OF TEAMWORK : It is very crucial in increase effectiveness of team
in meeting with goals and objectives of the organisation. As leader of group is important to
provide role to each member of team according their skills and qualification for example give
responsibility to software engineer to handle technical issue in task that assign at particular time
of period. As supervisor it is the liability to monitor performance of all team members and guide
them for their role to perform with more efficiency. Effectiveness of team can measure through
involvement of teammates in their project, rate of coordination among them helps to understand
strength and communication system between all members is parameter to judge bonding of
group along with is problem solving approach of team-member towards other group person help
in measure the validity and effectiveness of their joint(Goleman, 2010). These discussed
elements help to review the productivity of a superior team.
TASK 4
4.1
WORK PERFORMANCE
Job performance assessment is done when a person performs a job well. Job
performance, studied academically as part of industrial and organizational psychology that deals
with the workplace, also forms a part of human resources management. Good performance
management is a continuous, positive collaboration between you and your supervisor. By staying
connected with your supervisor all year round, they can make adjustments to your work
performance as needed, and your supervisor can assess and support performance and ability to
meet your annual goals. Factors for the assessment are: Planning is the first step which requires
supervisors to set a performance standard in order to help the employee so that they can achieve
the goal. Monitoring is the step in which the supervisors is monitor assignments and projects. In
this the supervisor gives feedbacks timely to the employees so that they can improve they skills
(Möller and et.al., 2009). Developing help to address the developmental needs of the employees.
It also helps to raise the skills by training giving assessments or by giving higher level
responsibilities. Assessing is the step in which the person is assessed and appraised.
4.2
DEVELOPMENT NEEDS OF STORE MANAGER

The store manager is assigned with the task of managing all the operations and functions
that are carried out to effectively run a store. The task of store manager is complex as he not only
has to control the activities carried out in the store but also manage the human resources of the
store. It is required for the manager to analyse the conditions prevailing in the store and frame
plans to resolve the issues. The issues must be concerned to bring in required modifications to
promote development in the store. The issues might be with respect to maintenance department
for improving the infrastructural facilities or any such issues.
4.3
Due to lack of communication skills of HR manager of Avon do not provide effective
solution employees problems and he is failed in provide the suggestion to top management to
improve and solve all work problem for marketing of all product of the company. Proper
observation by higher authority of Avon to overcome this problem they arrange a training and
development program to improve the communication skills of HR manager and other employees
(Arroba and et.al., 2011). They developed a motivational, group discussion and meditation
program to reduce hesitation in conducting communication at all level to take better decision for
business of Avon. To fulfil this purpose organisation take experts advice to motivate them for
teamwork.
After the attained training transfer of information skills of manager is extremely improve
now he provide essential suggestions to top management in making business decision and along
with it he provide superior direction to bottom level administrative in increase the productivity
and efficiency to perform their marketing task more effectively.
CONCLUSION
As the above discussion is concluded that working with leading people that is included
the selection and recruitment for the new staff of Avon leading company that dealing in beauty
cosmetic. Furthermore the evaluated of impact of legal, regulatory and ethical consideration in
hiring process within selected organisation and analysed own contribution in this. Next types of
leadership and its impact and styles after it has been analysed teamwork, its benefit and role in
achievement of goals and objectives of organisation than evaluated effectiveness of teamwork.
At in the last analysed of factors of planning and monitoring of performance and evaluated the
success process of individual need within the organisation.

REFERENCES
Books and Journals
Lipnack, J. and Stamps, J., 2008. Virtual teams: People working across boundaries with
technology. John Wiley & Sons.
Lepsinger, R., 2010. Virtual team success: A practical guide for working and leading from a
distance. John Wiley & Sons.
Lev, A.I., 2013. Transgender emergence: Therapeutic guidelines for working with gender-
variant people and their families. Routledge.
Karp, T. and Helgø, T.I., 2009. Leadership as identity construction: The act of leading people in
organisations: A perspective from the complexity sciences.Journal of Management
Development. 28(10). pp.880-896.
Karp, T. and Helgø, T., 2008. The future of leadership: the art of leading people in a “post-
managerial” environment. Foresight. 10(2). pp.30-37.
Offstein, E.H., Morwick, J.M. and Koskinen, L., 2010. Making telework work: leading people
and leveraging technology for competitive advantage.Strategic HR Review. 9(2). pp.32-
37.
Mesquita and et.al., 2007. Public health the leading force of the Indonesian response to the
HIV/AIDS crisis among people who inject drugs. Harm Reduction Journal. 4(1). p.1.
Ginsberg, R. and Multon, K.D., 2011. Leading through a Fiscal Nightmare the Impact on
Principals and Superintendents: Educators Face Real and Personal Anguish from
Ongoing Pressure to Cut Budgets, Cut People, Cut Programs. Phi Delta Kappan. 92(8).
p.42.
Whitney, D., Trosten-Bloom, A. and Rader, K., 2010. Leading positive performance: A
conversation about appreciative leadership. Performance Improvement. 49(3). p.5.
Goleman, D., 2010. Why leading sustainability matters more than ever.People & Strategy. 33(1).
pp.7-9.
Möller and et.al., 2009. Emotional stress as a trigger of falls leading to hip or pelvic fracture.
Results from the ToFa study–a case-crossover study among elderly people in Stockholm,
Sweden. BMC geriatrics. 9(1). p.1.
Arroba and et.al., 2011. June. A methodology for developing accessible mobile platforms over
leading devices for visually impaired people. In International Workshop on Ambient
Assisted Living (pp. 209-215). Springer Berlin Heidelberg.
Ang, L., 2012. Leading and managing in the early years: A study of the impact of a NCSL
programme on children’s centre leaders’ perceptions of leadership and
practice. Educational Management Administration & Leadership. p.1741143212436960.
Stanleigh, M., 2013. Leading change. The Journal for Quality and Participation. 36(2). p.39.
Grant, K., 2008. Imperfect people leading imperfect people: Creating environments of
forgiveness. Interbeing. 2(2). p.11.
Lomas, J., 2007. The in-between world of knowledge brokering. Bmj. 334(7585). pp.129-132.
Online

Concept of working with and leading people. 2016. [online]. Available
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leading-people-business-essay.php>. [Accessed on 16th December 2016].
Working with and leading people analysis. 2016. [online]. Available
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leading-people-analysis-management-essay.php>. [Accessed on 16th December 2016].