How do you lead a team scattered across the globe? How do you keep members you can't see organized, communicative, and productive? In this book, you?ll find valuable advice on forming virtual teams, assessing their communication and technology needs, and ensuring that they produce high-quality work. You'll learn how to: - Understand the benefits and challenges of virtual teams - Build a virtual community that promotes collaboration and ongoing communication - Utilize technology to enhance your virtual team?s focus, motivation, and output Meet Your Mentors Jessica Lipnack and Jeffrey Stamps are CEO and Chief Scientist, respectively, of the Boston-based consulting firm NetAge and authors of many books and articles on networked organizations, including Virtual Teams."

Manage your team from anywhere. Leading any team involves managing people, technical oversight, and project administration, but leaders of virtual teams perform these functions from afar. Leading Virtual Teams walks you through the basics of: Connecting your people to each other—and to the team’s mission Surmounting language, distance, and technology barriers Identifying and using the right communication channels Don't have much time? Get up to speed fast on the most essential business skills with HBR's 20-Minute Manager series. Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives—from the most trusted source in business.

The second decade of the 21st century has brought unprecedented challenges to traditional workplaces. The global pandemic has forced the advance of working from home and telework. Individuals with little or no background or training in e-leadership, virtual project management, or virtual team management suddenly found themselves in the environment of virtual work. Leading Virtual Project Teams, Second Edition addresses the challenges that today’s virtual project management environment poses to traditional methods of leadership and communication. Leadership for successful virtual team management is different from that for traditional, collocated project team management. Explaining appropriate e-leadership styles for virtual project teams and the transition toward new leadership styles, the book is filled with communication techniques for leading virtual project teams. It helps project managers develop e-leadership competencies needed to successfully deliver projects in today’s organizations. The second edition also examines: Virtual meeting techniques Inclusive language Managing virtual relationships Why virtual work is now more important The work-at-home environment By recognizing how virtual teams are different from traditional teams, those managing virtual projects may be able to offer benefits to their organization by providing positive, successful leadership and exceptional communications, resulting in better project deliverables and products. This book provides an approach that explores all facets of e-leadership—from how traditional leadership theories and models can be applied by 21st century leaders to providing methods by which the virtual project manager can enhance virtual project communications to meet the needs of our modern global business world. It features project management checklists and templates and includes business cases, best practices, and tools and techniques for virtual project management communications.

The book Managing Virtual Teams, explores the critical elements that must be considered in managing virtual teams in organizations – from structural, managerial, and process points-of-view. Based in solid research, the book provides a deep look at the nature of virtual teams and the factors that enable their success. It lays out in clear detail the key characteristics of virtual teams and traces their emergence within organizations and the research literature. It makes a valuable contribution with clear guidelines for managerial practice - both to researchers interested in learning about virtual teams and to managers and organizations dealing with the challenges of managing virtual teams.

Virtual teams are an integral part of today's global business environment. Traditional face-to-face communication is frequently being replaced with technology mediated communication methods including phone, email, fax, synchronous chat programs, and videoconferencing. While virtual teams offer various advantages to organizations and individuals in flexibility and the ability to overcome geographic distance, they face unique challenges. Virtual teams are often made up of members of various cultures with diverse communication styles. Men and women also tend to behave differently in virtual environments. Challenges occur in the forming, storming, norming, and performing phases of team development, and virtual teams must be able to cope effectively with those obstacles if they are to be successful and reach their potential. Team participants should be selected carefully for various personal characteristics that help assure success and trained in how to be effective virtual team members. Various team strategies can be implemented to improve effectiveness and satisfaction of virtual team members.

These 101 actions will help you manage, lead, or participate in a virtual team; whatever your role you will gain ideas, practices, and suggestions that will enable you to be more successful. From strategy and structure to technology and systems, it's all here!

The technologies of the Internet have exerted an enormous influence on the way we live and work. This volume in the "Advances in Management Information Systems" series presents cutting-edge research on the transformation of the workplace by the use of these information technologies. The book focuses first on the deleterious transformations (such as "cyberloafing"), then the promising ones (such as the emergence of virtual teams), and then the ways the troubling transformations can be redeemed for organizational benefit. The editors overlay IT topics with insights from organizational behavior, human resource management, organizational justice, and global culture.

In this highly accessible guide, you'll not only learn about their answers, you'll also receive the practical tools, techniques and knowledge you need to develop the skills they identified as most important to project success. Leaders aren't born. They're made. Leadership is not a set of elusive traits. It is a practical competency, a concrete set of knowledge, skills and behaviours that you can use to improve you and your team's effectiveness. Authored by Cynthia Stackpole Snyder, PMP, EVP, MBA, an award-winning project manager and educator, this handbook includes actionable content drawn from her own decades of experience managing projects for organizations such as JPL and Hewlett Packard, as well as the latest in cutting-edge research from Harvard, Stanford, and Yale.

Leader development is an important part of industry, government, healthcare, education and military organizations, among others. It also requires considerable investment and resources. This book was sponsored by the Army Research Institute and takes a go

Remote working has been an issue in the world of work for many years. However, the use of this form of work has changed drastically with the COVID 19 pandemic. This dissertation examines the effects of the proportions of remote working and stationary working in the office from the perspective of managers and executives. Sales-re-lated departments in medium-sized technology companies in Ger-many are examined in detail. The aim is to determine the ideal mix that achieves the highest efficiency and to provide recommendations for efficient management at a distance. Since the situation has al-ready been implemented by the companies since spring 2020, the empirical values of more than one year can be used. In addition to the existing literature, the study also draws on the experiential data of managers, which is collected and analysed deductively according to Mayring in the form of qualitative data collection. After the evalu-ation, the primary data were discussed, and the results of the re-search work were highlighted. It has been shown that the hybrid way of working proves to be very efficient and with 2-3 days per week there is an ideal ratio in the share of teleworking. an important finding is also that some presence days are necessary, where especially personal communication should be cultivated. Unfortunately, the as-sumptions on leadership could not be clearly verified. As only a small part of the companies in this region are considered, this work is only exemplary for the whole region. Furthermore, the interviews with 11 participants cannot be representative. A follow-up for further studies, e.g., in other areas of activity of the companies concerned, can enrich the results of this study.