aula 8 - zivic - mapping global virtual team leadership actions to organizational roles

7/29/2019 Aula 8 - ZIVIC - Mapping Global Virtual Team Leadership Actions to Organizational Roles

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The Business Review, Cambridge * Vol. 19 * Num. 2 * Summer * 2012 18

Mapping Global Virtual Team Leadership Actions to

Organizational Roles

Jeff Zivick, University of Maryland, University College, Adelphi, MD

ABSTRACT

The rise of globalization and the nee for organizations to become more efficient and competitive is drivinga steady increase in the use of global virtual teams (GVTs) that span time zones, organizational boundaries andcultures (Kayworth & Leidner, 2001, p. 8; Lurey & Raisinghani, 2001, p. 523). Virtual teams have the potential totransform a global enterprise by maximizing the use of all its resources and increase its ability to respond quickly ina dynamic global marketplace. Global virtual teams can be organized independently of employees locationsallowing the best set of skills and knowledge to be assembled and applied to the task at hand (Trzcieliski &Wypychtowska, 2008, p. 501). GVTs can also be a source of immediate costs savings as evidenced in a study byVolvo which found a 50% reduction in its travel expenses by implementing virtual teams (Adamson, 2009). Thispaper examines the relationship between the virtual team and all levels of the encompassing organization throughthe lens of the team leadership. Identifying actions of effective global virtual team (GVT) leaders and mapping themto the appropriate entity in the organizational can provide a better understanding of how virtual teams function and

integrate within a global enterprise. Effective GVT leaders can use this knowledge to propagate and deepen thisunderstanding within the organization through their actions.

INTRODUCTION

Virtual teams have the potential to transform the way a global enterprise works because of their ability tomaximally use all of the firms human resources regardless of their physical location. Specifically, global virtualteams (GVTs) have the ability to work across internal and external organization boundaries. GVTs can quicklyassemble staff with the exact skills and knowledge needed to address the current issue or project (Lee-Kelley &Sankey, 2008, p. 51). The GVT can also be quickly disassembled and the individuals reassigned to new GVTs toaddress new issues and tasks wherever they may arise. Global virtual teams have the potential for cost savings thatcan benefit the long-term sustainability of the firm in the competitive global marketplace (Snyder, 2003, p. 1).Lastly, GVTs can be augmented with virtual employees regardless where the required talent is located, often atlower labor costs, with no long-term employment commitment and no relocation expenses. Viewed collectively,

these attributes give global virtual teams a transformative ability that cannot be matched by traditional teamstructures.

For these reasons, global virtual teams are becoming commonplace, if not essential, for firms competing inthe global market. For example, PricewaterhouseCoopers regularly uses GVTs to bring employees together to workon client solutions from across their 45,000 employees located in 120 countries. Similarly, TRW has employees inover 27 countries and more than 200 facilities where working in global virtual teams is not only commonplace butexpected (Duckworth, 2008, p. 11). In one year, Hewlett-Packard used virtual teams to save the company $800,000in reduced product compliance costs in Argentina and another $200,000 in faster cycle times in Korea (Snyder,2003, p. 1).

However, simply making the technology investments and assigning staff is not sufficient for global virtualteams to perform effectively. GVTs need leadership with skills and temperaments that are different from thoserequired for leading traditional, co-located teams (Bell & Kozlowski, 2002, p. 15; Kayworth & Leidner, 2001, p. 9).One example of how GVT leaders differ from traditional team leaders is that GVT leaders must project theirpresence using media that may not effectively communicate subtleties such as facial expressions, body gestures orvoice inflections (Zigurs, 2003, pp. 341-347). How does one give a team member a slap on the back or a kick inthe pants from 1000 miles and 6 time zones away? Common team issues such as trust, conflict resolution, taskclarity, motivation and performance monitoring become more difficult for leaders of global virtual teams.

Leadership is often viewed as being directed downward, in the sense of an organizational hierarchy,towards the team or team members. However, there are some actions of leadership that are appropriately directedelsewhere in the organization. Companies may not fully understand the extent to which the ability of GVTs to


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advance the firms goals and mission is related to their integration within the organization. In these situations, theactions of GVT leaders, properly directed, can help with this integration and understanding.

This research seeks to model the relationships between the global virtual team and the many elements of itsencompassing organization using the lens of the GVT leadership. Identifying the actions of effective GVTs leadersand mapping those actions to the appropriate entity in the organization may provide a better understanding of howvirtual teams function and integrate within a global enterprise. The benefit to practitioners is an improved

understanding of how and where leadership actions need to flow within an organization when working in a globallydispersed team environment. Researchers may benefit from the identification of important relational pathwayswithin globally dispersed organizations that may have not yet been studied or appreciated.

The paper is organized as follows. First, definitions for global virtual teams and leadership are brieflydiscussed to establish a common understanding with the reader. Second, a framework is developed that defines acontext for analyzing the literature. Third, the literature is reviewed and analyzed with the results categorized basedon the developed framework. Finally, the analysis results for global virtual team leadership are discussed andsummarized.

DEFINITIONS

Virtual teams and leadership are common terms in the management field and therefore it is important todefine these terms in the context of this paper.

Virtual Team. The concept of global virtual teams is easy to grasp but agreement on a definition is not asstraightforward. Surveying the literature, one finds many definitions of what constitutes a global virtual team. This isunderstandable since different researchers begin from different perspectives and backgrounds. Table 1lists key traitsof virtual teams as defined in four papers.

Table 1 Descriptive Traits of Virtual Teams

Geographic dispersionElectronic dependenceStructural dynamism

National diversity

(Gibson & Gibbs, 2006)

Members and organization recognize group as a teamTeam makes and executes global strategy decisionsUse modern technology tools for communicationReside in different countries

(Maznevski, 2000)

Team members have no past or future togetherTeam is culturally and geographically diverseTeam uses electronic communication tools

(S. L. Jarvenpaa & Leidner, 1999)

Distance separating their membersThe type of communication used

(Bell & Kozlowski, 2002)

These characteristics of virtual teams have elements in common but also elements that differ. For thepurpose of this paper, a global virtual team is defined as:

A group of individuals dispersed in time, geography or culture who collectively produce a deliverable via inter-dependent work tasks and primarily use computer and telecommunication technology for individual and teamcommunication.

ANALYSIS OF THE LITERATURE

The purpose of this research is to identify the relationships between the global virtual team and theelements of its encompassing organization using the lens of the GVT leadership. Identifying the actions of effectiveGVTs leaders and mapping those actions to the appropriate entity in the organizational may provide a betterunderstanding of how virtual teams function and are integrated within a global enterprise.

To realize this purpose, the literature regarding virtual team leadership was searched for findings relevantto this purpose, a set of evidence-based leadership actions and attributes was compiled and those findings wereexamined using the analysis framework discussed below. The literature searched peer-reviewed academic journaldatabases in the areas of project management, information technology and systems, general business managementand international business. However, because this research also has an application aspect, the literature searched


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included case studies, industry reports, books and industry periodicals. The relevant search terms used were: virtualor distributed or global or dispersed and leadership and teams or groups.

ANALYSIS FRAMEWORK

The framework developed to analyze the literature search findings on global virtual team leadership actions

and attributes reflect the research paradigm of viewing how global virtual teams function within the organizationthrough the lens of the team leadership. The framework is illustrated inFigure 1. This framework provides a modelfor evaluating the actions of effective virtual team leaders and determining where those actions need to be directedwithin the organization. Leadership actions may be directed upwards toward management, laterally towards theentire team or towards other organizational elements or towards a specific individual.

Figure 1 Global Virtual Team Leadership Action Framework

Viewing their actions through this framework can help inform global virtual team leaders of the possibledirections and interfaces their actions and their teams activities touch within the organization. For example, if aGVT leader recognizes a lack of proficiency in a team members ability to use the necessary computer andinformation technology (CIT) tools, they might request training support from a support element in the organization.If a GVT leader recognizes a lack of sufficient CIT tools, their action might be directed towards management inrequesting additional resources. This framework can give the GVT leader advanced knowledge of interfaces anddependencies that may impact his teams performance. An effective GVT leader can take advantage of thisknowledge and proactively address these interfaces and dependencies are addressed before they negatively his

teams performance.

In addition to benefiting the GVT leaders, this framework may also benefit the larger organization byexplicitly identifying interfaces and thus the degree of integration between the virtual team(s) and the organization.A CIT support team located at corporate headquarters may not be aware of the extent of the services needed by thevirtual teams they are supporting. Training programs may be scheduled assuming employees can easily attendregardless of location. In the context of GVTs, training programs need to be designed for remote delivery to sitesdispersed around the globe. An effective GVT leaders actions should communicate these needs and improve thelarger organizational environment in which GVTs work.

ANALYSIS OF GVT LEADERSHIP ACTIONS AND ATTRIBUTES

The findings extracted from the literature search are summarized and categorized in the followingsubsections based on the analysis framework illustrated inFigure 1.

Management. The actions and attributes of GVT leaders that are appropriately directed to management above thelevel of the global virtual team are detailed below.

Sufficient resources. Effective GVT leaders need to ensure they have sufficient resources, either directbudgets or authorization for support services. For example, periodic face-to-face (F2F) meetings, especially at thestart of a GVTs existence, have proven to be important for team communication and cohesion (Kayworth &Leidner, 2001, pp. 26-30). It is the leaders responsibility to obtain sufficient travel budget to allow these F2Fmeetings to occur.


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An example of a resource request may be senior managements authorization for support from the firmscommunication and information technology (CIT) department for CIT resources such as collaboration tools, serverspace or videoconference facilities. It is the leaders responsibility to assess the overall CIT needs of their team andobtain these resources so their entire team has access to the same CIT resources regardless of their physical location.

Linkage to firms goals and mission. Leaders of GVTs need to establish a linkage between their teamspurpose and the goals and vision of the larger organization (Kayworth & Leidner, 2000). By their nature, GVTs are

likely to be distributed across organizational boundaries as well as national boundaries. The management of regionaldivisions may not even realize one or more of their staff is a member of a GVT being run out of the corporateheadquarters, or vice versa. The GVT leader is responsible to effectively communicate the importance of theirteams purpose to management at regional and corporate headquarters by linking their teams contributions to thelarger organization goals and mission.

Team legitimacy. Similar to linking the GVTs purpose to the firms goals and mission, is the issue oflegitimacy. The difference being the legitimacy sought is in the eyes of their peers and other departments within thefirm to improve the level of support afforded to their team. While a degree of legitimacy can be earned over timethrough demonstration of capability, legitimacy can be gained more quickly when senior management publiclycommunicates the importance of the GVT (Snow, Snell, Davison, & Hambrick, 1996, p. 54). It is the responsibilityof the GVT leader to ensure this type of pronouncement is made and to maximize the amount of legitimacyconveyed.

Organizational Elements. Sometimes, the actions and attributes of GVT leaders are appropriately directedto other elements within the larger organization such as computer and information technology (CIT) support orhuman resources or specialized laboratories and research departments. These are summarized below.

Training support. At the point in time where a new GVT is formed or there is a change in the leadership,the team leader should assess the skill levels of the team members. Following this assessment, the leaders actionshould be directed toward the support organizations within the firm who can either provide directly or coordinate fordelivery of the required training.

Knowledge management. Access to a companys knowledge can provide a powerful boost to a teamsability to achieve its purpose and goals. If a company has a formal knowledge management program, an effectiveGVT leader will ensure all members of their team have access to this knowledge. If a companys institutionalknowledge is dispersed among individuals or departments, the team leader needs to take action and communicate the

needs of his team to the appropriate sources of this knowledge.

Communication and information technology. Similar to training, a GVT leader needs to assess the CITtools available to her team. The success of a GVT is often related to the quality and array of available CIT tools. Inparticular, the level of richness provided by the communication media tools impacts the ability of the leader andteam to establish interpersonal bonds (Snow et al., 1996). The leaders action needs to be directed at the CITdepartments supporting staff at each location of the GVT. To the extent possible, the leader should ensure all teammember sites had the same level of CIT tools.

Team. The actions and attributes of GVT leaders appropriately directed toward the entire virtual team aresummarized below.

Regular feedback. Working in a global virtual environment offers leaders fewer ways to express theirauthority and consequently it can be ignored or discounted with less risk to an individuals job security. One way

effective global virtual team leaders can overcome this is by providing frequent feedback on a team and individualbasis to keep the team moving forward towards completing its assignment (Huang, Kahai, & Jestice, 2010).However, the feedback must be substantial and regular to be effective. Even positive feedback needs someelaboration beyond just Good work!

Team empowerment. Two different teams of researchers found empowerment was positively related totwo aspects of virtual team performance: process improvement and customer satisfaction (S. L. Jarvenpaa &Leidner, 1999; Kirkman, Rosen, Gibson, Tesluk, & McPherson, 2002, pp. 806-809). This relationship was found tobe even more significant for virtual teams than for collocated teams. Bell and Kozlowski (2004) also discussed theimportance of distributing aspects of leadership to the team itself. Since global virtual team members are often


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chosen based on their expertise, competency and possibly prior virtual work experience, it is reasonable to expectthey are capable of performing their work with less direction. Effective GVT leaders actions should provide cleardirection and specific goals but then allow the team to self-regulate its performance (2002) unless its performancesuggests otherwise.

Start with trust. Trust is a commonly referenced factor that impacts a groups ability to work

effectively and maintain cohesion, thus it is not surprising that trust is also important in virtual teams (Bell &Kozlowski, 2002, p. 26). Generally speaking, the ways in which leaders communicate with their teams has asignificant impact on the amount of trust created in the team (Dirks, 1999; Sundstrom, de Meuse, & Futrell, 1990, p.128).

The leader sets the overall tone for trust within a team. If the leader displays a distrustful attitude towardsthe team, it is unlikely positive trust will be created. Actions such as complaining publicly about individualsperformance or the teams communication habits, making negative comparisons to other teams performance andsending complaints about the teams performance to the higher level managers all serve to create a negative trustsituation (Malhotra, 2007, p. 61).

Positive communications. Leaders who maintain a positive tone in their communications were found tohave more effective teams (S. Jarvenpaa, Knoll, K., Leidner, D., 1998, p. 60). This included using privatecommunications when informing a team member of something that needed correction or using reminders rather than

threats when prompting someone of the due date for a coming deliverable.

Structured work environment. A technique used by GVT leaders to establish trust is creating a structuredwork environment where expectations are made explicit and communication norms are established. Effective leadersmust also ensure there are no breaches of confidentiality outside the team. It is more difficult to control access toteam communications in global virtual environment than when the team works together in the same building (S.Jarvenpaa, Knoll, K., Leidner, D., 1998, p. 6).

Shared sacrifice. Lastly, effective GVT leaders ensure the pain caused by the distribution of time zoneswhen real-time team communications such as teleconferences or videoconferences is shared equally. The start timeof team meetings should be rotated so that all the team members experience the pain of attending a teleconferenceor videoconference at 3am (S. L. Jarvenpaa & Leidner, 1999, p. 809).

Predictability. Working virtually means team leaders cannot get up from their desk and walk down the hall

to have a conversation with their team members. Sometimes it is not even possible to pick up the telephone to callyour colleague because they are 12 hours separated in time and are fast asleep. This constraint on communicationflexibility among virtual team members increases the importance of the times when all team members are availableto communicate as a group. It has been found that virtual team performance improves when leaders establishpredictable and rhythmic communication routines (Montoya-Weiss, Massey, & Song, 2001, pp. 1257-1259).Communicating in this way provides a heartbeat that keeps the dispersed team members synchronized in theirwork.

Standardized work practices. Variability in a virtual teams work practices has the potential to impactperformance either negatively or positively (Montoya-Weiss et al., 2001, pp. 1257-1259). Leaders of global virtualteams may incorrectly assume the work practices of all their team members are the same especially if they work forthe same company. Common standards for work procedures and expectations can help avoid conflict and confusionresulting from differences in work cultures and organizational cultures (Malhotra, 2007, pp. 62-63). Effective GVTleaders need to take action to establish a consistent set of work practices and procedures covering areas such as

meeting times, communication tools and document templates (Maznevski, 2000).

Team socialization norms.In traditional teams, newcomers learn about team socialization norms throughpassive observation. Team values, hierarchy, experts, expectations and standards are some aspects of team normsimportant to effective team performance (Kayworth & Leidner, 2001). Leaders of effective global virtual teamsassume a responsibility to ensure newcomers are socialized into the existing team.

Effective leaders ensure this socialization occurs by explicitly communicating team norms. One way thiscan be achieved is by ensuring the newcomer is on the distribution list for email communications. In this way,newcomers can passively read and interpret the communication flow from the decision makers and the experts.


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Effective leaders can also function as a mentor with newcomer or ensure someone on the team takes responsibility.Lastly, global virtual team leaders should ensure a simple online database is created that contains team membersinformation, possibly their resumes and a Frequently Asked Questions (FAQ) to explicitly communicate some of theteam socialization norms that promote positive virtual team performance (Duckworth, 2008; Montoya-Weiss et al.,2001, pp. 1257-1259).

Explicit roles and responsibilities. Effective GVT leaders must also actively and explicitly define the

roles and responsibilities of each team member. Agreement on the final definitions should be arrived at jointly withthe team, however, it is the action of the leader that initiates, completes and ensures compliance (Zigurs, 2003, pp.345-346).

Individual. The actions and attributes of GVT leaders properly directed toward specific individuals on thevirtual team are summarized below.

Mentorship. One overriding attribute for effective virtual team performance is that their leadership needsto act as mentors and facilitators much more than in traditional scenarios (Ahuja & Galvin, 2003, pp. 163-165). Theleadership action of mentorship needs to be directed towards each individual on the team.

Timely Response. GVT leaders who promote the idea of providing timely responses to teamcommunications were found to be associated with more effective global virtual teams. One of the studies thatidentified this practice investigated the way human relationships are altered by the use of electronic communicationsand the impact on trust between team members (Kayworth & Leidner, 2001). This study identified as a criticalfactor, the relationship between trust and the timing of communication responses. The longer the delay between aninitial question or request and the response, the more negative the attitude of the sender grew.

Thus, when using electronic communications, it is important to understand that the selected communicationmode may impact the response time and therefore the level of trust perceived by the sender. If the receiving partyunderstands the potential impact on the trust between the individuals, they may be less likely to let an email sit intheir inbox for hours or even days without a response and more likely to respond in a timely manner. A response assimple as an acknowledgement that the email was received is sufficient to avoid potential degradation in trust.

Team Identity. Leaders who spend time building and nourishing a team identity have found a reduction inthe amount of conflict in virtual teams (Ocker, Huang, Benbunan-Fich, & Hiltz, 2011). The more an individualidentifies with their teammates, the more they will positively evaluate their behaviors and actions and thus reduce

potential affective and task conflict (Kayworth & Leidner, 2001, p. 21).

Thus effective GVT leaders will take actions to create and convey a unifying purpose to help each memberof their team develop a strong sense of identity to their team. This leadership action may seem like it should bedirected at the team but it is the individuals who must bond together as a team. GVT leaders must evaluate whether aunifying team identity has developed and ensure each team member feels united with the team.

Mapping communication mode to message. The importance of choosing an appropriate communicationmode for the message type being communicated was studied by Maznevski and Chudoba (2000). These researchersfound there are two main dimensions that describe virtual team messaging. One is based on the level of decision andthe second is the complexity of the content. A low level decision, such as when to schedule the next status meeting,appropriately maps to a low media richness mode such as email. A decision to increase the project budget is a higherlevel and may require discussion among multiple team members. A communication mode with a higher level ofrichness such as teleconference or videoconference is more effective. Effective GVT leaders must take action to

ensure the individuals on their teams are cognizant of the importance of choosing and appropriate communicationmode for the information being transmitted and monitor team communications to ensure it is implemented.

Individual accountability. Effective GVT leaders hold their team members accountable for following theteams work practices and behavior code. The important element of this action is that the accountability iscommunicated in private (Martins, Gilson, & Maynard, 2004). Similar to how leaders take these actions intraditional teams, the conversation about accountability needs to be done in a one-on-one manner using either ateleconference or videoconference to allow the richest communication of verbal and non-verbal cues possible.


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Individual relationship. Teams that are significantly dispersed in time or geography have more difficultyin building trust and interpersonal (Mortensen & Hinds, 2001). Thus effective GVT leaders must take actions toovercome this by placing continued emphasis on relationship development by establishing and nurturingrelationships with individual team members (Duckworth, 2008, p. 10).

Effective GVT leaders are also aware of the impact their physical location has on how their leadership isperceived by the entire team to avoid alienating members physically located at other sites (Maznevski, 2000, pp.

484-485). There is some natural tendency to pay more attention, give more feedback to or engage more often teammembers who are located at the same physical location as the team leader. To correct for this, leaders must make aconcerted effort to engage and communicate with team members located at other physical sites (Huang et al., 2010;Zigurs, 2003).

SUMMARY OF ANALYSIS

These attributes are consolidated into concise expressions to remove redundancies and presented inFigure 2using the analysis framework discussed earlier. The four organizational directions are represented as columns andlists for ease of illustration.

An important point that this research highlights for leaders of global virtual teams is that theirresponsibilities range beyond just their immediate teams. Leaders need to establish contacts and relationships inmultiple areas within an organization and in a global firm and some of those relationships are likely to be withmanagers in other divisions and other countries. It falls to the team leader to create the contacts and build therelationships with the individual team members, the team as a whole, support organizations within the firm and withmanagement. The relationships with management also extend beyond her own direct supervisor to the supervisors ofeach individual on her team.

Management Organizational Elements Team IndividualSufficient resources Training support Regular and frequent feedback MentorshipLinkage to Firms goals Knowledge management Team empowerment Timely responseTeam legitimacy Communication and

Information TechnologyStart with trust Team identity

Positive communication tone Communication modemessage mapping

Structured work environment Individual accountabilityShared sacrificePredictability

Individual relationships

Standardized work practicesTeam socialization normsExplicit roles &responsibilities

Flexibility applied onindividual basis

Figure 2 Leadership attributes sorted by organizational category

CONCLUSION

Global virtual teams have the potential to transform and create value in organizations that choose toimplement in a thoughtful and holistic manner. GVTs are a unique organizational structure that has the ability toharness resources from across a global enterprise when needed and quickly disburse and reassemble those resourcesto other tasks and projects. This capability increases a firms agility and responsiveness when competing in thedynamic global marketplace.

Global organizations that choose to use virtual teams need to be aware of the extent of integration and

support required from the larger organization. It is the responsibility of the GVT leader to inform and educate seniormanagement, other elements within the organization and their own team members about the unique requirementsrequired for these teams to perform effectively. It is this breadth of organizational distance their actions must spanthat differentiates GVT leaders from traditional team leaders.

The analysis framework developed from this research illustrates the extent and type of interfaces requiredby virtual teams working within a global organization. Effective GVT leaders can use this knowledge and awarenessto proactively determine where and towards whom their leadership actions are directed, establish the essentialorganizational relationships and obtain the required resources and authority to execute their teams charter.


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Successful global virtual team leaders will appreciate their responsibilities range much farther than the boundaries oftheir team when working in a distributed, dispersed global environment.

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aula 8 - zivic - mapping global virtual team leadership actions to organizational roles

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