Consider your relationship with your employees. Do you have a connection with them? Nemiro (2004, p.40) stresses the importance of relationships formed by true team leaders. She states that positions (as well as the people who fill them) may come and go, but effective relationships have the power to influence people. It’s the connection created by a relationship that can inspire and persuade.
One of the more basic, but very effective, ways for a team leader to build relationships is to make an effort to connect with people. Taking the time to talk to someone and to really listen can not only strengthen the relationship, but it can provide insight and information that may prove to be an invaluable resource. We can’t possibly know all of someone’s strengths, talents, and interests simply by reading their file. A personal connection can reveal so much more. It can also inspire the other person to go the extra mile when we need it the most. Remember that virtual team members need and deserve the same attention and feedback as those who are part of more traditional teams (Duarte, 2006, p.76). If you’ve ever experienced leadership of those who showed genuine interest in each member of the group, as well as of those who seemed to distance themselves from the rest, fostering an “us vs. them” atmosphere, then you know the effectiveness of the two approaches was quite different.
Duarte (2006, p.85) notes that trust is often thought of in the context of long-term relationships. When people join together for a short period of time, building and maintaining trust is more difficult, which makes it that much more important and valuable. Limited (or non-existent) face-to-face contact can have an alienating effect on team members. As a leader of a virtual team, one must put forth “conscious and planned effort” into facilitating the feelings of trust among the team. Trust is a big component of true and effective teamwork. Consider a leader with a belief that if she keeps things from the team, she holds the key to power. Her lies and secrecy will have the potential for a tremendously negative effect on the team. Lacking cohesiveness, the team may easily fall apart before anything is accomplished.
Choosing the right leadership structure should be at the forefront of every leader. Considering the team members’ skills and values, as well as aligning the team’s vision, objectives, and tasks will enhance the team’s effectiveness (Nemiro, 2004, p.40). An effective leader will be able to assess the various aspects of the team, its members, and its objectives and choose the most effective structure. An “absent leader” who neglects to provide the needed support is as frustrating as a micro-manager who constantly interrupts when independent work can be performed. On the other hand, providing the right amount of autonomy, support, and feedback can foster creativity and success.
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.
