BUS603: Managing People

The leadership traits and skills needed with virtual teams are not different from those used with collocated teams. The difference is in the way they are exerted to create the desired results. Collaboration has three facets, namely:

• Collaboration within each collocated group
• Collaboration between dispersed group of the virtual team
• Collaboration between the groups and the leader

A potential conflict arises when the team consists of members from different organizational units, because the team does not know where to place its loyalty. In a virtual environment this is amplified because informal communication is reduced (members seldom meet face-to-face). Lewis stated that Language is a poor communication tool unless each word or phrase is seen in its original cultural context. Therefore, a successful leader of a virtual team must excel in applying the right choice of communication means along with a profound knowledge of the effect of applying it.

Teamwork is in essence a result of human interaction, but, in an environment where organizations formulate strategies for becoming global, working in a common place becomes less common. Two important factors for supporting collaboration are loyalty and commitment. The individuals of the virtual team and the leader must build a cohesive team committed to the common goal and through interdependent interaction generate group identity and create the feeling of belonging to the "we" group. Creation of cohesion is fragile and requires effective interpersonal leadership. The cultural dimension divides the teams into culturally homogeneous and heterogeneous teams. Culture is the most difficult to assess as it embraces facets like language, tradition, values, core beliefs, humor, and many more. The virtual leader must posses a profound understanding of the cultural differences within the team.