This annotated bibliography is about the article named “Leadership Effectiveness in Global Virtual Teams.” There are so many new opportunities available to be a part of a virtual team, whether it’s in school or in the workforce. This study did show the main differences in how leadership operates when working with others all over the world. The differences are actually really different than those in a traditional setting. I can see where working on team virtually could be really difficult.
This study focuses on how different a virtual team leader’s role is compared to those in a traditional setting. Virtual team leaders are said to be very empathetic yet have the ability to exhibit their authority when necessary. Their roles are very different in many ways. Communication can be an issue since they communicate via chat, email, or phone. It is impossible to read someone’s body language when you are not able to see them face-to-face or hear the tone in their voices. Misinterpretations will cause mistrust and lower the morale of the team causing organizational performance to be affected. The study did clarify that the response time was slower virtually, but the employees felt they had a “good relationship” with their management team. The employees stated that they understood their roles as well as managements. Leadership and management play a large part in having a successful virtual team.
Kayworth, Timothy; Leidner, Dorothy E. (2002). Leadership Effectiveness in Global Virtual Teams. Journal of Management Information Systems: JMIS; Armonk Vol. 18. Iss 3. Retrieved from: https://search-proquest-com.libauth.purdueglobal.edu/abicomplete/docview/218911641/943524F335FB4A56PQ/4?accountid=34544.