Search results

Lisa and Rick Agee of New Milford, Connecticut, are in their second full year of trying to turn their lifelong dream of being financially independent from corporate life into a reality.They are placing their bets on their product line of goat's milk based soap products (www.Goatboy.us). Goat's milk is said to have important skin benefits for the user over commercially made bar soap products such as Dove, Ivory, Dial, Olay, Zest and Irish Spring.

Sitting around the kitchen table one late-winter morning, Lisa and Rick Agee were discussing which direction to take their small, home-based business located in rural New Milford, Connecticut, over the next three to five years. The couple was making and selling “Goatboy” brand bathroom soap using goatʼs milk as the key ingredient, and they were now trying to reconcile very different points of view on how to grow the business in early March 2006.

The purpose of this study is to investigate the leadership behaviors of managers of virtual teams (VTs), particularly in the areas of trust building and conflict management. This study aims to expand the research of VT performance by offering first-person accounts from VT leaders on the strategies implemented to drive VT performance.

This study used a grounded theory approach to examine the leadership behaviors through in-depth interviews with eight field managers of VTs employed by different technology companies. Interview questions focused on trust-building and conflict management techniques. This structured qualitative study incorporates elements of narrative inquiry interwoven in the findings.

Building a high-trust environment was found to be critical to VT performance. VT managers indicated that effective conflict resolution skills were also important.

Although the sample size is within the suggested range for a valid phenomenological study, the results may lack generalizability. Participants were limited to the technology industry; leaders of high-performing VTs in other industries could offer differing results.

This study’s contribution is the exploration and identification of innovative techniques that VT managers implemented to build trust and resolve conflict. A lack of holistic training programs for the VT leader is also considered along with suggestions for future research and implications for the VT managers.

This study’s contribution is the exploration and identification of innovative techniques that VT managers implemented that drive VT performance, particularly related to building high levels of trust and managing conflict effectively. Practices are suggested whereby both the VT leader and the organization take an active role in ensuring that the VT has the opportunity to perform optimally.