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The use of virtual teams and remote work has increased as organizations make use of technology advances. As the prevalence of virtual teams expands, the leadership issues surrounding them will also be a significant focus (Northouse, 2016). In their article authors R. Nydegger and L. Nydegger (2010) examine some of the challenges that virtual teams face. They point out that many companies implement virtual teams for solid business reasons including: reduced real estate expenses, increased productivity, higher profits, improved customer service, access to global markets, and environmental benefits (Nydegger, R. & Nydegger, L., 2010).
However, they also point out some significant differences with virtual teams, which need to be carefully considered by leadership in order for them to be effective. Communication and trust can be challenging in a virtual environment due to misunderstandings or preconceived notions about virtual teams in general (Nydegger, R. & Nydegger, L., 2010). A few myth examples they note are that virtual teams don’t need supervision or they often have team members who don’t like to put in a lot of work. These types of misunderstandings can start a team off on a bad note. The authors also explain that there are five distinct phases of a virtual team: preparation, launch, performance management, team development, and disbanding (Nydegger, R. & Nydegger, L., 2010). Lyons, Priest, Wildman, Salas, and Carnegie (2009) discuss the importance of setting expectations and a communication protocol upfront in order for a virtual team to be successful. Understanding these phases and taking steps to prepare for virtual leadership can help a manager lead a team from afar.
The authors also did an excellent job pointing out both the advantages and disadvantages of developing a virtual team. One distinct advantage is that virtual teams allow communication with people all over the world at any given time (Nydegger, R. & Nydegger, L., 2010). This allows an organization to tap into talent within their whole organization or in recent times companies are creating “Communities of Practice” (Nydegger, R. & Nydegger, L., 2010), which involve team members across multiple organizations with a shared goal or initiative. Communication can also be faster through he use of various technology platforms so people can organize and gather multiple sources of input to save the company time and money (Nydegger, R. & Nydegger, L., 2010). In addition, virtual teams allow team members to maintain a healthy work life balance while also letting them contribute to multiple teams as needed.
Yet, there are also some important drawbacks to virtual teams that should be examined as well. Performance in virtual teams is dependent on the sharing of information so when there are gaps in communication, inappropriate expectations, or unclear roles of accountability the outcomes will be less than desirable (Nydegger, R. & Nydegger, L., 2010). Lyons et al. (2009) note that communications should be carefully worded and proofread to prevent confusion. A manager can set the tone with their team by providing training documents to demonstrate desired communication methods and protocols. R. Nydegger and L. Nydegger (2010) also explain how relational communication, or the team members’ regard for each other, can play a role in how successful the virtual team becomes. The perception of trust between team members can play a significant role in whether members help or undermine each other. A manager can regularly review team communications for performance concerns and interpersonal conflicts to implement resolution strategies when necessary (Lyons, Priest, Wildman, Salas, & Carnegie, 2009). While an organization should weight out these opportunities and challenges before implementing a remote workforce, managers can help their teams still be productive from a distance by considering these tactics.
References
Lyons, R., Priest, H.A., Wildman, J.L., Salas, E., & Carnegie, D. (2009). Managing virtual teams: Strategies for team leaders. Ergonomics in Design, 17(1), 8-13. doi:10.1518/106480409X415152
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage.
Nydegger, R., & Nydegger, L. (2010). Challenges in managing virtual teams. Journal of Business & Economics Research, 8(3), 69-82. doi:10.19030/jber.v8i3.690
