Custom «Ross Messinger's Research» Essay Paper
“Structures increases effectiveness of virtual leaders”. Similarly “satisfaction and efficiency of virtual leaders” also term to increase. However, such leaders are insignificant. One can not aspect one particular impact upon other. The main findings of the study were that virtual team can be made more successful then “traditional teams” by giving more attention to “hierarchy and division of labor” instead of “work process”. The biggest demerit of “virtual team” is that it restricts the information exchange only a limited quantity of information is used. There are many chances of the development of “stereotypes and hierarchy” in “traditional teams”. The limited information present with the “virtual teams” causes the “division of labor and hierarchy” the accepted characteristics that lead to the success of the task fulfillment. (Daphna, Niv and Dalia, 2005)
Ross in his study found that “leadership competencies” that lead to “quite effective global innovation teams in large multinational corporations”. The concept of leadership has been complicated due to the attempt to encourage “highly skilled, creative, multi-cultural and widely dispersed team members”.(purpose of the study is reflected here) “The global innovation team leader” is therefore, expected to possess certain competencies that are unique in nature and have never been underscored before. . About thirty six expertises were involved in the study. “Delphi two round methodology and an internet-based data collection tool” was use to analyze these leaders. (Ross Haynes Messinger, 2008)
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This study consisted of sixteen “Asian, European and North American” nationals. The outcomes of the study were derived on the basis of about twenty significant “cultural, technical and social competencies”. It was found that the “cultural competencies” were more significant than “technical and social competencies”. “Participative” style of leadership is important for the “global innovation team leader”. A participative leader possesses an “entrepreneurial spirit” and keeps an authenticity for others and also is “self- managed”. “The global innovation team leader” surpasses the “cultural competencies”. Ross developed a model that assists in the development of leadership in the “corporate sector”. (Ross Haynes Messinger, 2008)
Ross presented a “GIT” leadership paradigm to initiate “cultural, technical and social categories”. The findings of the study showed that “GIT leader resembles the “generic manager in terms of teamwork and cooperation, several differences were found”. “Achievement orientation and impact and influence” are the significant “competencies for the generic manager and technical professional but are of only moderate importance for GIT leader”. (Ross Haynes Messinger, 2008)
A research was conducted to find out which causes the accomplishments “virtual teams”. A “Norwegian tele-company” sent four hundred emails for data collection. This study showed a prolix leadership approach. This tudy also identified the prolix devices that “leader of agenda” adopts to maintain “trust and in-group solidarity”. From the results of the study it was found that virtual leaders portray an “egalitarian leader role, building personal and emotional ties and downplays her authority”. (Karianne Skovolt, 2009)
“Virtual team is a group of people who collaborate across space, time and organizational boundaries and use electronic media as primary communication tool”. The “possibilities and challenges” arise in the process of taking forward that are not present in all situations. These teams work in unison and are very close to each other despite having temporal, spatial and cultural differences. It is assumed that future organizations will require such leaders that will be capable to handle “uncertainty and competition” among a different working people. This will help leaders attain the “viability and profitability” of their organizations. This categorization also depends upon the principle of “proximity” to explicit whether employees are geographically close to each other or are scattered. (Karianne Skovolt, 2009)
It was tried to find out “’how leadership carried out linguistically through email interaction”. The communication style of the “agenda leader was informal, personal and emotional” with her team members. This showed that the author used prolix skills to communicate with the “in-group and out-group” members. Mostly she adopted an “informal” communication style and avoided categorizing leadership styles while communicating with in-group team members. Besides, in written messages a leader must adopt a “formal” style of communication. These entire activities of the leaders are based upon “trust”. In case of virtual teams the “leaders” have to take care of all the functions in an interrogative manner. The conditions are more challenging in virtual teams because here people do not have a “face-to-face contact”. (Karianne Skovolt, 2009)
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On of the component of “virtual leaders and computer mediated networks is that boundaries are permeable, interactions are with divers others, connections switch between multiple networks, and hierarchies can be flatter and recursive. The community exists more in the informal networks than predefined work-groups. Rather than fitting into the same group as around them, each person has his own personal community”. (Karianne Skovolt, 2009)
Today, “virtual teams” are essential and indispensable constituent of several organizations. As the members of virtual team are not congregated at on particular place but are instead distributed and scattered at different places therefore such teams are dependent upon electronic devices to communicate and to complete their work. This distance among team member are challenging and have created a new field of leadership. It has become problematic for the leader to deliver appropriate “structures” due to “cultural, geographic and time constraints”. (Surinder, Jerry, Suling, Bruce, 2000)
These variables also make restrict the leaders from evaluating the “performance” of their “followers”. Similarly the leaders have beeen limited from inspiring and developing their followers, and from making their followers capable of being identified with the organization. It is highly beneficial for the workers of the virtual leaders to understand its importance and the importance of technology to control and maintain the “leader-follower interactions”. (Surinder, Jerry, Suling, Bruce, 2000)
Today, virtual leaders have emerged as a significant “work structure”. In fact, virtual teams are usually group of people arranged together to perform certain activities despite being physically apart. Only few researches conduct in field to about the virtual leadership show that effectiveness of virtual leaders can only be maintained by adopting an attempt to mentor the characteristics of both “transformational and instrumental leadership”. However, one but be little warned the outcomes of the field study of virtual leadership is not quite statistically valid because mostly the teams are students are used to collect data rather than “organizational teams”. (Surinder, Jerry, Suling, Bruce, 2000)
Most of the work done on virtual leadership is done by using students virtual teams for data collection. The members of the virtual teams usually belong to divergent “organizations and cultures”. Admittedly, the virtual teams depend upon the “electronic communication and informational technologies” to fulfill their work. They provide a large number of advantages “for the organizations”. (Surinder, Jerry, Suling, Bruce, 2000)
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The work that cans me done in future upon the virtual leadership and virtual teams is focused upon the “examining the effects of specific leadership behaviors”. This behavior must be of the type to mould a unique and different style of leadership. It will provide a help to develop quit limited, in focus and important assistance to take forth virtual teams. The combination of “transactional and transformational leaders” should be done to maintain such behaviors. “Individual and collective” leadership should be examined in the “virtual teams”. It should be noticed the methods of “examining the tasks, operating conditions, technology features, any interact with leadership pin virtual teams to influence group process and outcomes”. (Surinder, Jerry, Suling, Bruce, 2000)
The conclusion of the study suggests that “competition, off shoring of work and the growth of internet and similar globally linking technologies are contributing to an increase in the use of virtual teams”. The virtual teams are expected to become more noticeable in the coming world. However, today, more attention is given to the idea of developing strong virtual leader and enhancing their virtual leadership skills. Research done till now suggests that the leadership style of “traditional leaders” is different from those of virtual leaders. (Surinder, Jerry, Suling, Bruce, 2000)
The “context” of the operation of the leaders also maintains certain leadership activities and opportunities are available in the market to avail. Virtual leaders possess certain behaviors which are more significant than others. It is leading a new “leadership behaviors to change their effects”. (Surinder, Jerry, Suling, Bruce, 2000)
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