Throughout this semester, we have all had extensive exposure to virtual teaming. We are no strangers to the unique circumstances and inevitable barriers that come from virtual teams.
Virtual teams rely on communication technology like e-mail, telephone calls, video chat, and text messaging for coordination (Northouse, 2019). These types of communications lead to flatter organizational structures when compared to typical leadership environments (Northouse, 2019). Using the example of our own movie reviews, the teams we were a part of this semester had to communicate consistently throughout the week, and even well in advance, in order to achieve success. These communications were happening through geographically separated teams, meaning messages were sent across time zones. Because of this, team cohesion relied on increased time flexibility and willingness to communicate. Had those communications been lacking, it would have led to reduced time to focus on the assignment, increased disorganization and confusion about the end goal, and increased anxieties throughout the team. Virtual teams can inhibit cohesion, as previously discussed, but also that virtual teams require a new definition of cohesion. In the case of virtual teams, the idea of cohesion, the communication between group members, is impacted by the medium in which they communicate (Garro-Abarca et al., 2021).
Trust is directly impacted by those communications and a teams ability to establish cohesion (Garro-Abarca et al., 2021). Trust is influenced by timely responses, open communication, and feedback (Henttonen and Blomqvist, 2005). The early communication and establishment of trust influence who emerges as a leader (Garro-Abarca et al., 2021). Northouse (2019) notes, however, that sharing team leadership can allow each member to influence the team using their personal skills to ensure a better result. Shared leadership has been shown to lead to greater successes within virtual teams than assignment of a single leader (Hoch & Kozlowski, 2014). This can be rather easy to understand considering the emergence of a natural leader would take an exceptionally long time and significantly more communication in virtual teams.
Many of the problems facing virtual teams can be solved by team leadership. For example, equal distribution of responsibilities to each member of the team allows members to utilize self-management, which can keep members motivated to complete tasks (Hoch & Kozlowski, 2014). Therefore, when you are a member of a virtual team, communicate often, positively, and ensure everyone is well aware of their roles and responsibilities.
References
Garro-Abarca, V., Palos-Sanchez, P., & Aguayo-Camacho, M. (2021, January 18). Virtual Teams in Times of Pandemic: Factors That Influence Performance. Frontiers. https://www.frontiersin.org/articles/10.3389/fpsyg.2021.624637/full.
Henttonen, K. and Blomqvist, K. (2005), Managing distance in a global virtual team: the evolution of trust through technology-mediated relational communication. Strat. Change, 14: 107-119. https://doi.org/10.1002/jsc.714
Hoch, Julia & Kozlowski, Steve. (2014). Leading Virtual Teams: Hierarchical Leadership, Structural Supports, and Shared Team Leadership. The Journal of applied psychology. 99. 10.1037/a0030264.
Northouse, P. G. (2019). Leadership: Theory and Practice. 8th Edition. Los Angeles: Sage Publications.