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“Significant Relationship”

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A study was conducted by George E. Arnold to analyze the “relationship between the styles of leadership and its impact upon the success of a “virtual project”. Today, world has seen a considerable increase in “virtual projects”. Estimates show that in 2004 about thirteen million “employees” in US were part of at least one team making “virtual projects”. About five hundred “project management professional-certified project manager” of the “Kansas City, Missouri, Metropolitan area” was assessed for the study.  These managers were evaluated upon questionnaires. Which were divided in to three sections? These questionnaires were administered via emails. A total of two hundred and twenty nine responded of the selected sample of five hundred. The response rate was about half of the selected population, it seemed significant with the total of two hundred and eighteen responses needed to prove the variables at the selected “confidence interval”. (George E. Arnold, 2008)

The study showed that a “significant relationship” prevails among different leadership styles mostly importantly “transformational leadership and project success in virtual projects”. Quantitative analysis was done of the data. This data is expected to help leaders in comprehending the affect of different styles of leadership on the progress of different projects formulated for virtual communication among organizations. (George E. Arnold, 2008)

The usage of “collaborative technology” is growing at high rate in this rapidly growing environment. Today organizations are required to install “virtual projects” to bring close people from different geographical locations. The creation of virtual team will help the organizations perform their functions at different georgraphical locations bridging the gap of time and distance. This type of team supports the organization to bring close several talented people unable to maintain “face to face” working relations in different projects of virtual teams. “Virtual project teams create unique leadership challenges”. These types of teams do encounter restrictions in “face to face communication” therefore their activities are impeded due to “primary leadership activities”.  (George E. Arnold, 2008)

The selection of an accurate and suitable style of leadership is necessary to maintain the functioning and success of “virtual projects. (George E. Arnold, 2008)

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. The second category is mostly used in the “consultants or external assessors or in business to business activities like B2B e-commerce”. These categorization also depend 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 (George E. Arnold, 2008)

“A virtual project team is a group of geographically dispersed workers brought together across time and space through information and communication technologies”.  These teams work in unison and are very close to each other despite having temporal, spatial and cultural differences. They mostly communicate via “conference calls, video conferences, email” etc. this is leading to the development of a new leadership role in the criterion. Advancements in the technical and “collaborative soft wares” increases the utilization of “virtual team”. These types of teams play an important role in maintaining reductions in the “real estate expenses, increased productivity, higher profits, environmental benefits and greater access to global markets”.  (George E. Arnold, 2008)

The analysis of the data in the study show that a “statistically significant relationship” prevails between “transformational leadership and project success in virtual projects”. In fact “transformational” style of leadership has emerged as a prominent and most “effective” leadership style especially in the “virtual projects and their success”. Though, some of the personalities characteristics of transformational leadership are not prominent in case of virtual projects and teams for instance “charisma and vision”. 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 (Daphna, Niv and Dalia, 2005)

This restriction of characteristics helps in the “effective” understanding of the virtual leadership. “Transactional leadership” is also significant in virtual leadership for it helps in the comprehension of “task completion”. . Hence, 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. (Daphna, Niv and Dalia, 2005)

Daphna et all conducted a study to find out the influence of the “division of Labor, Hierarchy and work process” upon the “efficiency, effectiveness and satisfaction” of virtual leadership. The structure of the virtual leaders can increase the “corporate output” of such leaders. The outcomes of the study suggest that the “virtual-structured teams are more successful than virtual-unstructured teams”. The functioning of the virtual teams is expected to enhance in future. (Daphna, Niv and Dalia, 2005)

During previous few years team working has came into existence several organizations are now using teams to perform their functions. The usage of “virtual team” has gained attention and significance in various organizations most of these are international organizations that perform their activities at the global level. Therefore on the basis it the teams can be defined as “part of the model that predicts the influence of the virtuality and structural levels on processes, social and tasks, that effect team output”. (Daphna, Niv and Dalia, 2005)

Most common “question” asked these days is that “Has the virtual era put an end to team structure”. Today the team’s “virtuality level” has be accepted as an “integral” construct of the definition of team. Several variables are affected by the team’s “virtual level”  such as “face to face” members of  team posses high degree of cohesiveness’,  they are capable to maintain “stronger social ties”, they are more task oriented and show a dedication towards tasks and participants of the teams. They also possess an affectionate relationship with each other. However, in case of the time period to maintain “stronger social ties” is more. Virtual teams take more time to maintain stronger ties with people. Similarly, it has a “negative” influence upon the outcomes of the teams. “Frequency and distance” are considered responsible for it. The unfamiliarity among the team members is also a factor that hinders in the exchange of ideas and information among team members. (Daphna, Niv and Dalia, 2005)

About fifteen interviews were conducted among the team members. It was found that the “virtual leader” are being treated as something novel, something which does not posses the proper item to operate with. Explicitly, all the members f “virtual teams” know that a virtual team operate in isolation and does not involve the participation of “structural characteristics”. The method of communication suggests what kind of “processes” is involved in the virtual teams. The processes can be either “task or social oriented”. Usually, “Virtual communication is task oriented” this type of communication is cheaper than “face-to-face communication”. The entire study found that certain level of reforms is needed in the task orientation to maintain and control virtual communication. However more organization is required for this purpose. (Daphna, Niv and Dalia, 2005)

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