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Some of the studies proposed the success of the team is not only due to a team’s efforts but it is collective individual influence the performance of team.
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Elective leadership is the key factor that influences success in a virtual organization.
The Maintenance of cultural identity, brand of employment and employee-manager satisfaction requires consistent and regular communication (O’Neill, Lewis, & Hambley, 2008). According to O’Neill, Lewis, & Hambley,(2008) generally leadership included in virtual teams a strongly focuses on relationships, emotional intelligence, a track record and innovation, a focus on process and outcome, and the ability to give positive and constructive feedback.
“The use of virtual teams is common now-a-days and more than half of the professional employees are believed to work or already have worked on virtual teams during their career” (Martins, 2004; as cited in Wakefield, Leidner, & Garrison, 2008).
These virtual teams were dispersed geographically and culturally in order help the organization with round the clock work and to allow efficient employees from all over the world.
Internal factors are those will be within the control of a virtual team, the team can directly influenced or interact with these factors like culture, trust, communication, relationship and leadership (Friedrich, Bleimann, Stengel, & Walsh, 2011).
The Leadership is the key for any virtual organization setting, the right competencies, attributes, trust and rapport, and management of virtual workers and teams.
Since the virtual teams are very diverse, they have very unique set of problem rather than collocated teams.
“The virtual teams face the issues of trust, communication, goal alignment, shared purpose, skills, resource availability and role clarity” (O’Neill, Lewis, & Hambley, 2008).