Laying too much emphasis on definitions, being an armchair strategist, is far less important than examples from the real world that are more convincing. First is the example referring to decisions in virtual teams. A special system in Ford Motor Company called Ford 's eRoom provides a platform for its employees to scan various documents, and make decisions systemically. This virtual room not only reduces the burden of politeness towards the leader that arise in face to face meetings, but also removes the most influential type of pressure which is the conforming to the majority in an unknowingly place on each other(Kurtzberg, 2014). Another case is the Rush university Medical Center in Chicago. The Rush clinicians and researchers developed a
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Indeed is it not really, communicating across time, cultures and distance is much difficult than normal team. The most common challenges of a virtual team are that the projects in virtual team usually tend to be complex which need well-orchestrated communications. On the other hand, the members in virtual team take longer time to establish credibility on their partners due to the absence of face to face communications. (Settle-Murphy, 2013) While many other challenges such as time zone differences and cultural and language difference are also post a threat to the efficiency of virtual team. Leadership under this circumstance become especially important to avoid and tackle those challenges. When facing the challenges of the communication from different geographic location. Two ways that leaders usually take into consideration to mitigate which are Intragroup communication and External communication, (Weisband, 2013). The Intragroup communication is the frequent communication between team leaders and members which can maintain strong performance while the external is a vital way to gather market information and manage expectations from others. In addition, virtual team leaders also take the responsibility in developing Accountability, defusing conflict and adjust cross-cultural communication in virtual teams. (ZOFI,
Indeed is it not really, communicating across time, cultures and distance is much difficult than normal team. The most common challenges of a virtual team are that the projects in virtual team usually tend to be complex which need well-orchestrated communications. On the other hand, the members in virtual team take longer time to establish credibility on their partners due to the absence of face to face communications. (Settle-Murphy, 2013) While many other challenges such as time zone differences and cultural and language difference are also post a threat to the efficiency of virtual team. Leadership under this circumstance become especially important to avoid and tackle those challenges. When facing the challenges of the communication from different geographic location. Two ways that leaders usually take into consideration to mitigate which are Intragroup communication and External communication, (Weisband, 2013). The Intragroup communication is the frequent communication between team leaders and members which can maintain strong performance while the external is a vital way to gather market information and manage expectations from others. In addition, virtual team leaders also take the responsibility in developing Accountability, defusing conflict and adjust cross-cultural communication in virtual teams. (ZOFI,