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GLOBAL LEADERS |
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A global leader is usually charged with the overall accountability for the virtual team's performance. Global leaders commonly find their team members face a number of barriers: interactive, organizational, geographical, temporal, lingual, cultural, access, ability, etc. The global leader must be certain that technology does not disable the virtual team, but that it enables them to overcome the barriers they face.
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 We understand that the objective of a virtual team is to complete their aligned tasks and the role of the global virtual team leader is to maintain healthy relationships that enable them to complete those tasks. Some dysfunction in virtual teams comes from the confusion of these two roles. Perhaps the leader gets drawn into completing tasks and/or team members are left without leadership to sort out their own relationships. Role clarity among leader and team members is critical to high performance. We have found that the more a global leader concentrates on supporting relationships, and the less that leader gets involved with tasks, the more effective virtual teams can become in the least amount of time. |
Our research on global leadership has identified 100 competencies grouped into ten categories. Here is some of what it will take for managers to become global leaders of virtual teams in the next century. Each category has a descriptive animation to further explain the global leadership competencies.
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