Part 2
LEADERSHIP STRUCTURE
Selecting the best leadership structure plays an important role in a leader’s success. Nemiro (2004, ch.2) discusses the need to align the right structure with the team’s values and skills, as well as the group’s vision, objectives and tasks. Duarte (2006, p. 20) stresses the importance of leadership establishing a culture that “values teamwork, communication, learning, outcome-based performance, and capitalizing on diversity.” Furthermore, Crother-Laurin (2006, p.1) suggests that effective teams are a result of healthy leadership, rather than design. She stresses the importance of leaders focusing on individuals, where each person’s learning and development is fostered in a way that allows the organization to benefit from team members’ contributions (2006, p.2).
In chapter 2 of her book, Nemiro (2004) describes a number of leadership structures. Each approach works best for a different kind of virtual team, taking into consideration the team’s structure and team member roles. For example, Team 6 of MBA9230 has adapted the rotating team leader structure. Although team members are divided by distance (and to a smaller degree time), team member roles and skills are similar enough to allow for a periodic rotation of leadership responsibilities. Virtual teams that face more diversity and span greater time and distances may benefit from a more permanent team leadership structure, where the same individual holds the leadership position.
For leaders who must establish and enforce norms and protocols for diverse and largely separated groups, this more traditional approach seems most appropriate. It creates one central leadership location and allows for more leader influence. Having one permanent leader will allow each member of a diverse team to have a point of reference regarding norms and protocols.
Ineffective leadership often provides ample room for error as well as discord among the team. Diverse virtual teams rely on competent leaders who offer strength and guidance. Without those things, a team’s diversity will work against it, alienating its members and causing the team’s demise.
Crother-Laurin, C. (Fall 2006). Effective Teams: A Symptom of Healthy Leadership. The Journal for Quality and Participation. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_qa3616/is_200610/ai_n17196720/pg_1
Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
