Blog 10

How and why is leadership different when working with virtual groups?

Virtual groups are becoming more and more popular especially as companies are growing and technology is expanding. One of the advantages of virtual groups is that you can have a team of people work together who live all over the world who would have otherwise be inhibited by distance and time difference. However, there are some major disadvantages to virtual teams. Some of these include lack of cohesion, cooperation, trust, and commitment (Hoch & Kozlowski, 2012). While there are several disadvantages to virtual groups, there are ways in overcoming them and making the team effective. Because of this, I think it is especially important to have good leadership for virtual groups. Leadership for virtual teams looks very different than leadership in traditional teams.

            Hoch & Kozlowski (2012) found that hierarchical leadership had a weak relationship with team performance in virtual groups. Bass & Steidlmeier (1999) discuss transformational leadership as an effective form of leadership. Some of the components of this leadership style are inspirational motivation, intellectual stimulation, and indivualized consideration. These things would be much harder to achieve in a virtual group. I think the biggest thing that would hinder these things (especially individualized consideration) is communication. Without the ability to have fluid conversations like the ones you would have face to face, this type of leadership would probably not be very successful.

            Bell and Kozlowski (2002) found that structural factors can act as a supplement for virtual leadership. The presence of structure and routine can help regulate behavior very effectively for virtual groups. Hoch & Kozlowski (2012) discussed how these things help provide stability and motivation for group members. Pearce & Conger (2003) found that shared leadership is significantly related to team effectiveness, and it can be more effective than vertical leadership. Hoch & Kozlowski (2012) said that shared leadership creates stronger bonds among team members, which is especially important for virtual groups. While there are several disadvantages to virtual groups, there are ways in overcoming them and making the team effective.

References:

Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217. doi:10.1016/S1048-9843(99)00016-8

Bell, B. S., & Kozlowski, S. J. (2002). Adaptive guidance: Enhancing self-regulation, knowledge, and performance in technology-based training. Personnel Psychology, 55(2), 267-306. doi:10.1111/j.1744-6570.2002.tb00111.x

Hoch, J. E., & Kozlowski, S. W. J. (2012). Leading Virtual Teams: Hierarchical Leadership, Structural Supports, and Shared Team Leadership. Journal of Applied Psychology. Advance online publication. doi:10.1037/a0030264

Pearce, C. L., & Sims, H. r. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, And Practice, 6(2), 172-197. doi:10.1037/1089-2699.6.2.172