Leadership of cross-cultural virtual teams: Issues and solutions
https://ilokabenneth.blogspot.com/2014/10/leadership-of-cross-cultural-virtual.html
Author: Iloka Benneth Chiemelie
Published: 15-October-2014
Published: 15-October-2014
1.
The
five most important issues facing the leaders of cross-cultural virtual teams
Margaret Oertig and Thomas Buergi (2006)
conducted and analysis of issues facing leaders of cross-cultural virtual teams
with more than five issues identified, but the most significant of these issues
include:
1.1.
Managing virtual aspects of communication – difference in
time zone means that some people could use more of their day while others will
have to use more of their night in order to establish communication with each
other. The absence of face-to-face contact also raises issues of creating an
office atmosphere. Thus, a virtual leader faces the challenge of managing
impacts of virtual communication.
1.2.
Developing trust – the lack of face-to-face contact also
means that the leader has the ultimate responsibility of developing trust
between members of a virtual team. This is challenge because human nature can
influence the extent of trust a member can accord another member when they have
not meet before. This could also be blocked further by culture (degree of
uncertainty avoidance), and past experience (online fraud).
1.3.
Managing task – since the leader has not meet these
members, he also faces issue of how to allocate tasks to them (in terms of
their competency level), and regulating how they perform such tasks
(standardization).
1.4.
Managing people – in an office setting, a leader can
communicate with a staff directly and provide necessary help when needed in the
course of job undertakings. However, this is not possible in virtual teams and
leaders face challenges of how to replicate such in virtual teams.
1.5.
Managing language and cultural issues – this is probably the
most significant issue because in the virtual setting, staffs have different
languages and cultures. Thus, the leader needs to provide a common language for
communication as well as ensure that the cultures of the members are not
contradicting with what the virtual team has set to achieve.
2.
Best
practices for the leadership of cross-cultural virtual teams
Considering
the above issues, one would argue that it is important to addresses these
issues in order to ensure effective deliver of set corporate goals in virtual
teams. The best practices for addressing these issues are as discussed below.
2.1.
Best practices for diversity
2.1.1.
Create
a team identify (Staples et al., 2005) – diversity brings
about increased creativity and innovation but it can be an issue in a virtual
team because people find it difficult to communicate their ideas. Thus, the
leader should develop a common ground in terms of what needs to be done and set
team norms and expectations to achieve such identity.
2.2.
Best practices for location
2.2.1.
Team
design (Cranton, 2002) – the leaders should design the
working hour to reflect working hours of team members in their locations.
Instead of working together,
2.2.2.
Manage
communication (Rose, 2005) – the team should adopt advanced
communication features to ensure real-time communication between members. Such
features include Skye, Phone calls, Facebook and other social Medias.
2.3.
Best practices for leadership
2.3.1.
Charismatic
and transformational (Wardell,
1998) – in order to reduce demotivated influenced by lack of face-to-face
communication, the leader should be charismatic (understand challenges faced by
the team) and transformational (provide them with necessary advice to ensure such
issues are eliminated in the future).
2.4.
Best practices in team management
2.4.1.
Increase
trust (Hoefling,
2003) – the leader should increase trust between members by detailing
significant information about a given member to other members. This will make
them confident knowing that they are working with fellow staffs and not
strangers.
2.4.2.
Decrease
conflict (Duarte and
Snyder, 2001) – once the any conflict is noticed by the leader, necessary
steps should be taken to decrease conflicts in order to ensure that information
sharing and knowledge transfer is not hindered in any form.
References
Cramton, C. D. (2002). Finding common ground in
dispersed collaboration, Organizational Dynamics, 30(4): 356-367.
Duarte, D.L. and Snyder, N.T. (2001). Mastering
Virtual Teams: Strategies, Tools, and Techniques that Succeed, 2nd edition.
Jossey-Bass, San Francisco.
Hoefling, T. (2003). Working Virtually: Managing
People for Successful Virtual Teams and Organizations. Stylus Publishing, LLC:
Virginia.
Margaret Oertig and Thomas Buergi (2006), “The
challenges of managing cross-cultural virtual project teams.” Team Performance
Management Vol. 12 No. 1/2, 2006 pp. 23-30
Ross, J. A. (2006). Trust makes the team go „round,
Harvard Management Update, June, No. U0606B.
Staples, D.S., Wong, I.K. and Cameron, A.F. (2005).
Best Practices for Effective Virtual Teams Encyclopedia of Information Science
and Technology. M. Khosrow-Pour (Ed.). Idea Group Publishing, Hershey PA,
260-265.
Wardell, C. (1998). The art of managing virtual
teams: Eight key lessons, Harvard Management Update, No. U9811B.