Though the tools of modern technology make communicating with your virtual team and customer possible, to successfully manage your project will require you to adapt and rethink previously learned communication, leadership, and customer service techniques as well as employ new techniques designed specifically for working virtually.

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3. Managing and Leading Virtual Teams
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The information gathered here is under KeyPoints format and may be use:
- Either to give the reader an overview before deciding for a full scale study of the topic.
- Or act as a guide for readers in expanding their knowledge on that given topic.
Some recommendations, perhaps:
- Identify each KeyPoint on which you feel a need to expand your knowledge,
- Choose a good book or two and/or info from the Internet.
- And then work towards gaining that knowledge.
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4. Managing and Leading Virtual Teams – Introduction.
☺ Studies show around 80% of employees have been involved in
some way with team members who are not physically located in
the same office.
☺ Virtual communication networks have made virtual teams
possible, while globalization has made them a necessity.
☺ However to successfully manage your project will require you
to:

adapt and rethink previously learned communication,
leadership, and customer service techniques,

as well as employ appropriate techniques designed
specifically for working virtually.
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5. Aim of publication:
To introduce the reader or the learner to the
fundamentals of virtual team management and
leadership in regards to the competitive global
need for virtual teams.
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6. Managing and Leading Virtual Teams – Summary.
☺ Leading virtual teams presents new challenges to leaders and
managers.
☺ Virtual team leaders must find ways to successfully manage
people who are separated by distance, time zones, and cultural
differences.
☺ Thus, one has to become aware of a framework for successfully
leading virtual teams.
☺ Such a framework addresses some of the primary concerns
managers, team leaders, and team members have about virtual
teams.
☺ These are building teamwork to create synergy and to banish
feelings of isolation, selecting and feeling comfortable with
virtual technologies, and overcoming common virtual
communication challenges.
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7. Managing and Leading Virtual Teams - Learning Objectives.
After developing the KeyPoints outlined in this publication, you should mainly be able:

leading virtual teams.

getting commitment from a virtual team.

creating a communicative team.

designing teams for better collaboration.

satisfying the virtual customer.

respecting cultural diversity.

developing the virtual project.

creating a working virtual team.

resolving virtual communication problems.

managing interpersonal dynamics.

handling virtual uncertainty.

communicating effectively in virtual formation.
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8. Managing and Leading Virtual Teams - Sections List.
 (Section 1) Virtual Team Basics.
 (Section 2) Virtual Team Communication.
 (Section 3) Collaboration in Virtual Teams.
 (Section 4) Virtual Project Management.
 (Section 5) Virtual Team Leadership.
 (Section 6) Learning Organizations and the Virtual Team.
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9. (Section 1) Virtual Team Basics – Summary.
☺ These KeyPoints introduce the fundamentals of virtual team
management and leadership in general.
☺ By expanding on these KeyPoints, one will appreciate:

the evolution of business teams in general,

the revolution in Internet communication,

and resource sharing that has spawned the competitive
global need for virtual teams.
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10. (Section 1) Virtual Team Basics – HighPoints.
 New Team Paradigm.
 Launching a Virtual Team.
 Knowledge Management.
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11. (Section 1) HighPoints: New Team Paradigm.
☺ recognize the benefits of creating and using virtual teams.
☺ identify the reasons why many companies are shifting toward
more widespread usage of virtual teams.
☺ differentiate between those traits shared by both virtual and
traditional teams and those specific only to virtual teams.
☺ identify team member characteristics best suited to a virtual
work environment.
☺ identify the roles of the emerging network approach in
business and industry.
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12. (Section 1) HighPoints: Launching a Virtual Team.
☺ recognize the importance of resolving various challenges faced
by businesses that launch virtual teams.
☺ distinguish between effective and ineffective commitment
building strategies.
☺ list the stages of group development and their effects on team
performance.
☺ indentify communication barriers and their effects on virtual
team communication.
☺ distinguish appropriate vs. inappropriate business responses to
cross-cultural challenges posed by virtual teams.
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13. (Section 1) HighPoints: Knowledge Management.
☺ recognize the critical importance of knowledge management as
it applies to virtual teams.
☺ classify the degree to which it is appropriate to use virtual
teams in the management phases of businesses.
☺ identify which responses to virtual team information overload
are effective or ineffective.
☺ distinguish between managing knowledge content and managing
knowledge context.
☺ monitor key ways the Internet and intranets are constantly
impacting businesses.
☺ identify positive contributions of networking to the
development of virtual teams.
☺ monitor emerging trends likely to support the development of
virtual teams.
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14. (Section 2) Virtual Team Communication – Summary.
☺ Modern technology tools make communicating with
virtual teams easier and easier.
☺ As a learner, one ought to acquire an understanding
of the appropriate communication skills needed to
create, manage, and lead virtual teams.
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15. (Section 2) Virtual Team Communication – HighPoints.
 Virtual Communication Tools.
 Virtual Communication Problems.
 Virtual Communication Applications.
 Virtual Communication Leadership.
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16. (Section 2) HighPoints: Virtual Communication Tools.
☺ select the benefits of communication tools in operating virtual teams.
☺ discern between effective and ineffective uses of e-mail, voice mail,
chat rooms and discussion boards in managing and leading virtual teams.
☺ recognize the most effective uses of the Internet and intranets in
managing and leading virtual teams.
☺ distinguish the best practices of audio and video conferencing when
managing and leading virtual teams.
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17. (Section 2) HighPoints: Virtual Communication Problems.
☺ recognize the importance of diagnosing, treating and following
up on virtual team communication problems.
☺ distinguish between correct and incorrect diagnoses of
communication problems facing virtual teams.
☺ select the correct treatment for communication problems
faced by virtual teams.
☺ identify methods of following up after treating communication
problems faced by virtual teams.
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18. (Section 2) HighPoints: Virtual Communication Applications.
☺ recognize the benefits of using different types of virtual
team communication skills to effect organizational change.
☺ distinguish between effective and ineffective ways of
creating and communicating a new organizational vision.
☺ discern between effective and ineffective communication
techniques when creating organizational change with virtual
teams.
☺ select the best communication practices for leading
organizational change when using virtual teams.
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19. (Section 2) Virtual Communication Leadership.
☺ recognize the benefits of using effective communication skills
when managing and leading dynamic virtual teams and their
leaders.
☺ identify the key team-based communication skills associated
with being a virtual team leader.
☺ match the roles of a manager of virtual team leaders with the
communication skills needed to perform those roles.
☺ couple the roles of a senior manager with the communication
skills needed to perform the roles.
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20. (Section 3) Collaboration in Virtual Teams – Summary.
☺ The critically important role of collaboration is required in
order:

to create,

to manage,

and lead virtual teams.
☺ However, one should ensure to take into account the benefits
of using different kinds of collaborative systems.
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21. (Section 3) Collaboration in Virtual Teams – HighPoints
 Collaboration in a Virtual World.
 Trust and Commitment in Virtual Teams.
 Flexible Collaboration in Virtual Teams.
 Process Thinking.
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22. (Section 3) HighPoints: Collaboration in a Virtual World.
☺ recognize the benefits of using different kinds of collaborative
systems.
☺ identify productive uses of open systems.
☺ distinguish between appropriate or inappropriate uses of a
closed system.
☺ identify situations where using a chaotic system will produce
higher levels of virtual team collaboration.
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23. (Section 3) HighPoints: Trust and Commitment in Virtual Teams.
☺ recognize the critical importance of trust and
commitment in managing virtual teams.
☺ identify various skills a manager needs in order to
obtain commitment from virtual teams.
☺ list different forms of power with their effects on
trust in virtual teams.
☺ select ways of successfully dealing with virtual team
politics.
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24. (Section 3) HighPoints: Flexible Collaboration in Virtual Teams.
☺ recognize the benefits of designing flexible virtual teams.
☺ distinguish between symptoms of poorly assembled and well-put
together virtual teams.
☺ select best practices for keeping virtual team collaboration on
track.
☺ identify steps necessary for assessing a virtual team's
collaborative performance.
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25. (Section 3) HighPoints: Process Thinking.
☺ recognize the value of process thinking for virtual team
collaboration.
☺ distinguish between organisations using equilibrium and process
orientation.
☺ select correct applications of the principle of subsidiarity in a
virtual team situation.
☺ list self-organizing skills against their effects on virtual teams.
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26. (Section 4) Virtual Project Management – Summary.
☺ It’s important to develop an awareness
of virtual team project management
skills.
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27. (Section 4) Virtual Project Management – HighPoints.
 Virtual Project Management Basics.
 Project Management in a Virtual Environment.
 Phases of Virtual Project Management.
 Generalizing Project Management Skills.
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28. (Section 4) HighPoints: Virtual Project Management Basics.
☺ recognize the value of using human skills and technical tools in
virtual project management.
☺ list the human skills needed in virtual project management.
☺ identify the technical tools used in the Work Breakdown
Structure.
☺ distinguish systems thinking from non-systems thinking.
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29. (Section 4) HighPoints: Project Management in a Virtual Environment.
☺ recognize the importance of:

coordinating customer needs,

project resources,

uncertainty in virtual project management.
☺ select the best practices for creating virtual customer
satisfaction.
☺ list the best practices for managing virtual resources.
☺ identify the best practices for handling uncertainty in virtual
project management.
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30. (Section 4) HighPoints: Phases of Virtual Project Management.
☺ recognize the critical importance of phases of virtual
project management.
☺ order the steps of virtual project development.
☺ sequence the steps of virtual project implementation.
☺ rank the steps of virtual project completion.
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31. (Section 4) HighPoints: Generalizing Project Management Skills.
☺ recognize the benefits of generalizing virtual project
management skills to different situations.
☺ distinguish between effective and ineffective virtual project
management techniques.
☺ differentiate between effective and ineffective virtual project
development techniques.
☺ oppose effective to ineffective virtual project implementation
techniques.
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32. (Section 5) Virtual Team Leadership – Summary.
☺ Virtual teams are emerging as the basic unit for conducting
business of all types.
☺ However, leading virtual teams presents new challenges to
leaders and managers.
☺ Virtual team leaders must find ways to successfully manage
people who are separated by distance, time zones, and cultural
differences.
☺ The KeyPoints that will follow outline key competencies that
members of virtual teams should possess and guidelines for
virtual team activities, such as teleconferencing and decision
making.
☺ There is a variety of tools and technologies that are commonly
used for collaboration on virtual teams.
☺ It’s good to know how to choose the right technologies for
specific virtual team situations.
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33. (Section 5) Virtual Team Leadership – HighPoints.
 Leading vs. Managing.
 Logistics of Leading a Virtual Team.
 Roles of the Leader in a Virtual Team.
 Leadership: A Paradigm Shift.
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34. (Section 5) HighPoints: Leading vs. Managing.
☺ recognize the importance of leading virtual teams.
☺ list characteristics of different types of leadership.
☺ identify essential components of leading in the world of
business.
☺ differentiate between effective and ineffective methods of
leadership in virtual teams.
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35. (Section 5) HighPoints: Logistics of Leading a Virtual Team.
☺ recognize the value of identifying important logistical
elements on a project.
☺ identify the effective communication strategies to use
when leading a virtual team.
☺ determine methods of handling time issues for the
virtual team.
☺ consider ways to counteract dissociation among virtual
team members.
☺ identify behaviours by a team leader that indicate a
healthy organizational culture.
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36. (Section 5) HighPoints: Roles of the Leader in a Virtual Team.
☺ recognize the critical importance of roles required to provide
successful leadership for virtual teams.
☺ differentiate between the roles of director and mentor in
leading virtual teams.
☺ tell apart between the roles of producer and facilitator in
leading virtual teams.
☺ distinguish between the roles of coordinator and innovator in
leading virtual teams.
☺ differentiate between the roles of monitor and team-builder as
they apply to virtual teams.
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37. (Section 5) HighPoints: Leadership: A Paradigm Shift.
☺ recognize the benefits of using emerging leadership models for
the virtual team.
☺ validate the attributes of the emerging leadership models.
☺ pinpoint effective methods to train emerging leaders of virtual
teams.
☺ identify the qualities and characteristics of an effective 21st
century leader.
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38. (Section 6) Learning Organizations and the Virtual Team – Summary.
☺ It’s crucial to explore the concept of "learning organizations"
as they relate to virtual teams.
☺ One should compare the traditional models of learning vs.
emerging models of learning.
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39. (Section 6) Learning Organizations and the Virtual Team – HighPoints.
 Learning Models.
 How Teams Learn.
 Organizing for Your Future.
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40. (Section 6) HighPoints: Learning Models.
☺ recognize the importance of various models of learning as
they apply to virtual team leadership.
☺ enumerate the characteristics of traditional learning
models.
☺ identify the characteristics of learning organizations.
☺ consider methods of applying appropriate learning models
to virtual teams.
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41. (Section 6) HighPoints: How Teams Learn.
☺ recognize the critical importance of understanding the
different stages of team development and learning.
☺ distinguish the purpose of the forming stage of group
development and learning.
☺ list the purpose of the storming stage of group development
and learning.
☺ consider the purpose of the norming stage of group
development and learning.
☺ identify the purpose of the performing stage of group
development and learning.
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42. (Section 6) HighPoints: Organizing for Your Future.
☺ recognize the benefits of preparing a business to
become a learning organization, especially through the
use of virtual teams.
☺ distinguish the components of highly functional virtual
teams.
☺ identify the elements of virtual teams that are
compatible with learning-organization philosophy.
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43. Managing and Leading the Virtual Team – Conclusion.
☺ At this point you should be able to be familiar with the following:

identify the reasons that many companies are shifting toward
virtual teams.

recall benefits of communication tools in operating virtual
teams.

mark out key team-based communication skills associated to
virtual team leadership.

recognize various skills managers need to obtain commitment
from virtual teams.

distinguish between symptoms of poorly designed and welldesigned virtual teams.

acknowledge the value of process thinking for virtual team
collaboration.

identify the human skills needed in virtual project management.

recollect the importance of leading virtual teams.

know the benefits of using emerging leadership models for
virtual teams.

identify the components of highly functional virtual teams.
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44. Thank you for your interest!
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45. Information Gathering Links
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