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There are different “leadership styles” that cause high degree of “job satisfaction” in the participants of “virtual teams”. Virtual teams are a way to obtain, blend and apply “knowledge” to attain the want of “high quality, low cost, rapid solution to complex problems” via maintaining a corroborative network”. Currently, it is found that the act of creating virtual teams at workplace is increasing at the rate of about twenty million in America. A “quantitative” research was conducted. A method of correlation was used to measure the “behaviors associated with” different styles of leadership and the needs relating to leadership of the “virtual followers”. This type of correlation is expected to explicit positive “job satisfaction” between leaders and team members. It was assumed that this association would increase “job satisfaction”. (Hitson, 2008)

This survey was conducted from about twenty three countries. The survey items were web based and contained items based upon Likert scale. The items were based upon “Leadership behaviors applied leadership behaviors desired and job satisfaction”. The aim of the study was to find out correlation between the “leadership style, leadership behaviors, and follower desired Leadership behavior” and “job satisfaction”. The results showed that a certain amount of correlation do exist between leaders “leadership behaviors and the desired leadership behavior of the followers and job satisfaction”. a correlation was also find that “self-management” styles of leadership”. It was found that this type of correlation increases “job satisfaction within the virtual teaming environments”. (Hitson, 2008)

The importance of this approach is that it has been used not only in the expansion of knowledge but also in explains the perception of virtual leaders under the light of different leadership theories. It makes people aware of the virtual team of the job satisfaction of the work force but also of the different methods of leadership. Study suggests, creation of a successful team it is important to have “strong and appropriate leadership”. This study is expected to make a positive addition in the realm of the studies conducted in the spheres of virtual knowledge.

With the technological development in the world people are encountering higher degree of long distance communication challenges. Communication is expected to exchange information as well as “thoughts and ideas” in an accurate and effective manner. This notion of Christine suggests that it is necessary for the leaders nowadays to possess certain skills with the help of which they can interact with people in a successful manner. Leaders must have skills to lead with success in this widely altering world. It is necessary for the leader to aware people of the virtual communication methods present. In this way they will be able to select the most felicitous for themselves and their organization. (Christine, 2008)

Today with the technological empowerment of the world people are working for the same organization at many different places. This has created the maintenance of an “effective communication” really challenging. It is really difficult nowadays to communicate with the organization in an effective manner. The author in here is trying to find out the methods utilizing with the leaders of “Vancouver Coastal Health (VCH) Information Management System (IMIS)” can utilize technology to create communication effectively. Methods that will ensure their staff’s appointment to such sources and information that is necessary for their working skills. (Christine, 2008)

Christine conducted a study was conducted to find out the ability of the virtual leaders to become a part of a communicative environment and how will they bridge distance communication. This study assisted “IMIS” by giving them “strategies” with the help of which leaders will select appropriate method of communication. It was expected to promote and advocate the “strategic direction of VCH” in the development of a strengthened organization. (Christine, 2008)

Nowadays, it is necessary for the leaders to maintain “effective” methods of technological communication. Those who “lead and communicate” over long distances undergo various challenges while adopting certain virtual ways of communication. It is necessary to maintain a healthy and strong communication. This will help leaders to develop a sense of doing and respect in their employees. It is important for the leaders to increase their consciousness of communicating virtually and to abreast themselves for selecting the right method of communication. That will help them communicate in a successful manner. (Christine, 2008)

The very first “VCH” activity of regionalizing themselves was the creation. IMIS. It is necessary for the virtual leaders to maintain good communication with their staff as it is really a challenge for them to maintain an effective communication with in such limited time of interaction. The medium of communication selected by the leader also affect the communication strategies. Leaders can use “video conferencing and email” to convey their messages to the students working at long distances. (Christine, 2008)

The continuous reliance of “VCH” upon technological methods of working is making it difficult for it to hire and hold qualified employees to advocate and sustain technology. A large number of highly educated and qualitative workers are needed to maintain a “negative” accept on the workers to sustain the organization. It is necessary for the leaders of the “VCH” to get abreast with the continuous developments and “trends”. The medium of communication selected by the leader also affect the communication strategies According to a survey about one point five million citizens of Canada communicate “virtually” on daily basis. “VCH” is a health services providing agency and it incorporate a large staff scattered in the entire Britain. The finding of this study left many “implications” of the “virtual communication”. This is because this area is continuously in the state of continuous alteration and environment. (Christine, 2008)

Nowadays, the prospect of working from a place away from the head office of the company/organization is being given a lot of importance. Despite this high amount of attention towards working virtually the “role of virtual” leader seem to be neglected. A considerably little amount of work has been done in this field. Stella conducted research to study the impact of virtual leaders upon the “performance and satisfaction” of their employees. He surpassed and substituted “transactional, transformational and no leadership” with “conscientiousness, feedback and climate for well-being”. After analyzing different leadership theories in the study it was found that  the impact of  leader’s role was consequential, with the members of the “transactional conditions” and “transfusion conditions”. Besides, many interesting outcomes among the leadership styles and performance “conscientiousness”, (Julie, 2003)

According to a survey virtual leadership has increased to a considerable extent. Estimates show that about twenty eight million people did virtual working in 2001 and about “19.6 million” in 1999. It seems that “virtual work has potential benefits for employees” traditionally, leaders provide “increased flexibility, less commute time, fewer distractions etc”. it seems that the leadership of virtual have lucrative “utopia” rather than “desolate wasteland”. “Transformational leadership” is seemed to be equal to the “transactional leadership”. It is necessary for the virtual leaders to maintain good communication with their staff as it is really a challenge for them to maintain an effective communication with in such limited time of interaction in the studies conducted upon virtual leadership shrewd and devious management has to be strengthened with appropriate impacts. Usually, the members of distance based leadership use “implicit leadership theory” while communicating with each other. (Julie, 2003)

 “Distance leader are seemed more prototypical than close leaders”. This shows that the virtual leadership is “inevitably vague and general”. Neither of the “variable” showed and impact upon the job satisfaction. This was explained on the prospect that the reason for it was the “task” assigned to the workers was not very much satisfactory. Therefore, one can not be consistent that the task is not satisfactory or something likes that. It could have been accepted that shrewd management of “transformational leaders” is quite effective. “Transformational leadership” if used to be done manipulation needs to be managed properly and given satisfaction and maintained a want to create workers virtually. In short it seems that both union of “transactional and transformational” leadership is very much important for the maintenance of “performance” and creation of “satisfaction” in the “virtual workers”. (Julie, 2003)

This study is seemed to be equivalent with the prospect the virtual leaders are perceived by staff consistent with known leadership theory. This shows that the adoption of “transactional leadership” style is necessary for the virtual leaders and workers. This will help gather continuous “communication and feedback”.

This was explained on the prospect that the reason for it was the “task” assigned to the workers was not very much satisfactory A considerably little amount of work has been done in this field This study provided a path to the leaders that the “organizational and industrial” psychologist should see and try to understand the way using which virtual leaders influence employees doing their work near the “main office”. There was a considerable amount of variation in the “qualities of people working virtually” (Julie, 2003)

Today, the issue of “globalization” is influencing many companies and has noticeable affect on the work nature. Organizations are developing certain “trans-national teams” to perform in an effective manner. It will help to overcome certain means of efficiency and flexibility to reduce certain problems. Therefore, it seems that if one worked in circumstances which are scattered it will positively affect teams. This will reduce “opportunities” of “informal collaboration and knowledge sharing”. (Chris Kimble, Feng Li and Alexis Barlow, 2000)

International working creates tension in the working of the teams because they have to tackle both geographic barriers, “time, culture and in some cases language differences” In order to understand the “barriers” faced by the members of virtual teams one should understand that the physical boundaries do not have any impact on “informational economy” it is important to understand the nature of the novel boundaries to appreciate the “informational economy”. (Chris Kimble, Feng Li and Alexis Barlow, 2000)

 “Outsourcing, downsizing and programs of planned redundancy” all reduce the “staffing level” because the employee turnover rate rises. It is easy to use new knowledge in place of the original foundations this is because the people leave and create problems for the virtual leaders. Besides, most of the companies today have to tackle with the high level problems with the international organizations. The demand is now on high level of needs to manipulate and attain more knowledge in the groups. (Chris Kimble, Feng Li and Alexis Barlow, 2000)

The idea of the development and maintenance of “virtual teams” is being greatly perplexed with the ideas like “virtual and networked organizations, the virtual workplace, virtual communities, electronic commerce and some forms of teleworking”. To understand the possibilities of situations they have been classified in to eight categories. (Chris Kimble, Feng Li and Alexis Barlow, 2000)

Four of these consisted of employees working for one particular company while the rest to the virtual group whose members are not the working for one particular organization but are working for many different organization from different sites of the world. In the first for of situation experts are selected from the particular organization these are “production planners and production operatives”. The second category is mostly used in the “consultants or external assessors or in business to business activities like B2B e-commerce”. This categorization also depends upon the principle of “proximity” to explicit whether employees are geographically close to each other or are scattered. A “work-cycle synchronicity” was designed to understand the interaction of the participants at different time periods. (Chris Kimble, Feng Li and Alexis Barlow, 2000)

The efficiency and “effectiveness” of the virtual teams has been greatly affected by the “spatial and temporal” distance between its members. This notion is significant in both cases whether the members are communicating with its own far fetched employees or a communication is being take place among different organizations. (Chris Kimble, Feng Li and Alexis Barlow, 2000)

The working of virtual teams in an “effective” manner is very much necessary while maintaining “trust and identity”. However, the identity of the virtual teams becomes vague in case of “spatial and temporal separation” of the team members. Several signs of “personality” and society positions we are used with are not present in the real world of existence.  In the real world the self is considered as united from inheritance. The “body” is defined to be an explicit method of defining “identity”. It serves as and “anchor” of the self which is confound in reality.  However, the world of virtuality is different from the real world. It is made up of the “information” in spite of “matter”. The information is expected to scatter and “diffuse”. The information conservation law is deficient in it. The participants of the electronic world are not close to each other rather they are diffused and are not bound physically with each other. It is easy for one to develop many virtual personality utilizing ones “time and energy”. (Chris Kimble, Feng Li and Alexis Barlow, 2000)

Chris et all conducted a study to understand the ideas and working of virtual teams and to point out the hurdles in the effective functioning of virtual teams.  About ten case studies of diverse virtual organizations were used in this study.  These focused upon the enlarged application f “virtual teams” around the world and the advantages they give to the “organizations and individuals”. These case studies also focus upon certain impediments caused in the “spatial and temporal separation of team members”. “Face to face interviews, emails, faxes, company reports and telephone calls” were used to collect data. (Chris Kimble, Feng Li and Alexis Barlow, 2000)

The interpretation of the case studies proved that certain barriers of technical nature do exist in the virtual communication. These hurdles consist of “unreliable systems and incompatible networks to slow computers and traffic congestion”.   

Virtual leaders mostly communicate with their members via “voice, data, text, video and shared whiteboard”. Usage of these is helpful in creating an “integrated broadband telecommunication infrastructure”. Notwithstanding, these devices are unavailable at many places. Installation of such infrastructure would be definitely costly for the people. There is a great want for the expertise in the up gradation of time. In addition the highly increasing user’s expectations are also barriers to the success of virtual teams. These may be necessary to support virtual teams. This shows that The problems faced by team working in virtual setting are different from those faced by people working in the geographical proximity. For instance, “constraints of time zones, lack of non-verbal cues, cultural differences, problems of trust and identity”. This restriction of characteristics helps in the “effective” understanding of the virtual leadership. (Chris Kimble, Feng Li and Alexis Barlow, 2000)

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