To read the full version of this content please select one of the options below:

Virtual teams: a leader's guide

Phillip L. Hunsaker (School of Business Administration, University of San Diego, San Diego, California, USA)
Johanna S. Hunsaker (School of Business Administration, University of San Diego, San Diego, California, USA)

Team Performance Management

ISSN: 1352-7592

Article publication date: 7 March 2008

14920

Abstract

Purpose

The purpose of this article is to provide guidelines to help leaders understand and lead virtual teams.

Design/methodology/approach

This paper discusses the importance and implementation of effective leadership for virtual teams. It begins with a review of conventional versus virtual teams, and then describes the two primary leadership functions in virtual teams – performance management and team development. Following the discussion of the development and function of new teams, the article then provides a detailed guide for the leadership of virtual teams over the life of a project. These guidelines follow the four stages of a project timeline: Pre‐Project, Project Initiation, Midstream, and Wrap‐Up.

Practical implications

Following guidelines and understanding the differences between conventional and virtual leadership will enable managers to become effective virtual team leaders.

Originality/value

The paper shows how, in the context of increasing globalization and technology, leaders can manage the challenges of leading virtual teams.

Keywords

Citation

Hunsaker, P.L. and Hunsaker, J.S. (2008), "Virtual teams: a leader's guide", Team Performance Management, Vol. 14 No. 1/2, pp. 86-101. https://doi.org/10.1108/13527590810860221

Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Company

Related articles