Virtual Leadership: A Review Paper <s> Literature Review 2. <s> This study examined graduate students perceptions of the educational value of their collaborative learning when using the Internet for course delivery. Students enrolled in a summer class conducted entirely online were interviewed, and their communications analyzed, to determine the salient factors associated with their collaborative experiences. Respondents indicated that although they enjoyed the convenience and opportunity for collaboration, a number of dissatisfiers were apparent with the instructional strategy and the delivery medium. Recommendations are documented in an effort to improve future courses utilizing this methodology. <s> BIB001 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> Why: The Way to Work. Networks: From Tribes to Networks. Teams: Toward the Twenty-Second Century. Trust: Virtual Relationships. Place: Home Is Where the Site Is. Time: The Virtual Pulse. Purpose: Why We Work. People: On the Ice Together. Links: Being in Touch. Launch: Do It Yourself. Navigate: Course Correction for Cyberspace. Theory: A System Science of Virtual Teams. Think: Reaching for Possibilities Together. Future. Notes. About the Authors. Index. <s> BIB002 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> Executive Overview Virtual workplaces, in which employees operate remotely from each other and from managers, are a reality, and will become even more common in the future. There are sound business reasons for establishing virtual workplaces, but their advantages may be offset by such factors as setup and maintenance costs, loss of cost efficiencies, cultural clashes, isolation, and lack of trust. Virtual teams and telework are examples of such arrangements, but they are not appropriate for all jobs, all employees, or all managers. To be most effective in these environments, managers need to do two things well: Shift from a focus on time to a focus on results; and recognize that virtual workplaces, instead of needing fewer managers, require better supervisory skills among existing managers. Taking these steps can lead to stunning improvements in productivity, profits, and customer service. <s> BIB003 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> As the nature of work in today’s organizations becomes more complex, dynamic, and global, there has been increasing emphasis on distributed, “virtual” teams as organizing units of work. Despite the... <s> BIB004 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> Part 1: Establishing the Foundation: Shared Understanding, Integration, & Trust.Introduction: Establishing the Foundation: Shared Understanding, Integration, & Trust (Susan G. Cohen and Cristina B. Gibson).Chapter 1: In the Beginning: Introduction and Framework (Susan G. Cohen and Cristina B. Gibson).Chapter 2: Knowledge Sharing And Shared Understanding In Virtual Teams (Pamela Hinds and Suzanne Weisband).Chapter 3: Managing The Global New Product Development Network: A Sensemaking Perspective (Susan Albers Mohrman, Janice A. Klein, and David Finegold).Chapter 4: Building Trust: Effective Multi-Cultural Communication Processes in Virtual Teams (Cristina B. Gibson and Jennifer A. Manuel).Summary: Establishing the Foundation (Susan G. Cohen and Cristina B. Gibson).Part 2: The Raw Materials: People and Context.Introduction: The Raw Materials: People and Context (Cristina B. Gibson and Susan G. Cohen).Chapter 5: Building a Winning Virtual Team: KSAs, Selection, Training, and Evaluation (Richard Blackburn, Stacie Furst, and Benson Rosen).Chapter 6: Pay Systems for Virtual Teams (Edward E. Lawler III).Chapter 7: Meeting the Performance Challenge: Calculating ROI for Virtual Teams (Alec R. Levenson and Susan G. Cohen).Summary: The Raw Materials (Cristina B. Gibson and Susan G. Cohen).Part 3: Constructing the Design: Leadership, Knowledge Management and Information Sharing.Introduction: Constructing the Design: Leadership, Knowledge Management and Information Sharing (Susan G. Cohen and Cristina B. Gibson).Chapter 8: Exploring Emerging Leadership in Virtual Teams (Kristi Lewis Tyran, Craig K. Tyran, and Morgan Shepherd).Chapter 9: Designing the Knowledge-Management Infrastructure for Virtual Teams: Building and Using Social Networks and Social Capital (Martha L. Maznevski and Nicholas A. Athanassiou).Chapter 10: Overcoming Barriers to Information Sharing in Virtual Teams (Catherine Durnell Cramton and Kara L. Orvis).Summary: Constructing the Design (Susan G. Cohen and Cristina B. Gibson).Part 4: Wiring that Connects: Implementing Information Technology.Introduction: Wiring that Connects: Implementing Information Technology (Susan G. Cohen and Cristina B. Gibson).Chapter 11: Context, Task and the Evolution of Technology Use in Global Virtual Teams (Kenneth Riopelle, Julia Gluesing, Tara Alcordo, Marietta Baba, David Britt, Willie McKether, Leslie Monplaisir, Hilary Ratner, and Kimberly Harris Wagner).Chapter 12: Technology Alignment and Adaptation for Virtual Teams Involved in Unstructured Knowledge Work (Nelson King and Ann Majchrzak).Chapter 13: Team or Community of Practice Aligning Tasks, Structures and Technologies (Arjan Raven).Summary: Wiring that Connects (Susan G. Cohen and Cristina B. Gibson).Part 5: It's All About Action: Processes and Development.Introduction: It's All About Action: Processes and Development (Cristina B. Gibson and Susan G. Cohen).Chapter 14: Influence and Political Processes in Virtual Teams (Efrat Elron and Eran Vigoda).Chapter 15: Conflict and Virtual Teams (Terri L. Griffith, Elizabeth A. Mannix, and Margaret A. Neale).Chapter 16: The Development of Global Virtual Teams (Julia Gluesing, Tara Alcordo, Marietta Baba, David Britt, Kimberly Harris Wagner, Willie McKether, Leslie Monplaisir, Hilary Ratner, and Kenneth Riopelle).Chapter 17: Closing the Time Gap in Virtual Teams (Janice A. Klein & Astrid Kleinhanns).Summary: It's All About Action (Cristina B. Gibson and Susan G. Cohen).Chapter 18: The Last Word: Conclusions and Implications (Cristina B. Gibson and Susan G. Cohen). <s> BIB005 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> The e-government objectives of a country go well beyond providing constituents with government information and services by leveraging information and communication technology. Although it is a crucial step, the desired goal is that of convergence characterised by ubiquitous access to government information and services and total transparency of government functioning, a stage that contributes to the social and economic wellbeing of citizens. Some developed countries are already engaged in the transformation of the governance process through increased citizen participation and are attempting to create an open, transparent environment through convergence of information and services. However, developing economies, especially poor ones, lag far behind their more progressive counterparts. Based on prior literature, this study proposes an evaluative framework for analysing e-government convergence capability in developing countries and applies it to analyse the prospects of convergence in a few selected developing countries. The results indicate that the quality and range of government information and services vary significantly across the countries, attributed in some measure to the e-leadership capability of the countries. However, we argue that e-leadership may not be able to readily combat social maladies, such as low literacy and awareness education, required for the meaningful use of information and interaction, or economic handicaps, such as living standards that impact on the citizen's ability to procure web-based access; these factors are crucial for e-government convergence. <s> BIB006 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> Executive Overview Virtual teams, whose members are geographically dispersed and cross-functional yet work on highly interdependent tasks, present unique leadership challenges. Based on our observations, interviews, and survey data, we identify six leadership practices of effective leaders of virtual teams. Specifically, we elaborate how leaders of successful virtual teams: 1) establish and maintain trust through the use of communication technology; 2) ensure that distributed diversity is understood and appreciated; 3) manage virtual work-life cycle (meetings); 4) monitor team progress using technology; 5) enhance visibility of virtual members within the team and outside in the organization; and 6) enable individual members of the virtual team to benefit from the team. These practices of virtual team leaders can be used to establish a foundation for training and developing future virtual team leaders. <s> BIB007 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> Abstract Conventional wisdom assumes that trust develops from a history of interpersonal interactions and communication, through which people come to ‘know and trust’ one another. In virtual teams, however, establishing trust can be complicated: members may have no past on which to build, no future to reference, and may never even actually meet face-to-face. Swift but fragile trust can develop early in a team's life cycle. Yet, if swift trust doesn't develop or even dissipates, members need to find ways of building trust in each other. To this end, an understanding of how trust impacts a virtual team's development will help managers and team leaders to facilitate and improve team success. Herein, we describe the three components of trust (ability, integrity, and benevolence) and identify which of these are critical to each life cycle stage (establishing the team, inception, organizing, transition, and accomplishing the task) of the virtual team. Proposed action steps for each stage show managers and team leaders how to help members develop trust and sustain it through the project's successful completion. <s> BIB008 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article. <s> BIB009 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> As virtual teams become more prevalent, organizations need to take a close look at how they can best ensure the success of these teams. Leaders of virtual teams, who must manage from a distance, face unique issues and challenges. A recent study sheds some light on how the leaders of virtual teams can enhance team performance. <s> BIB010 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> Abstract Historically, managing employees that are not co-located has relied on exploding e-mail in-boxes, endless e-mail folders to track issues, conference calls, and manually generated metrics passed from local management to home office just to try and keep up with performance and workload distribution. As a result, the understanding that global managers have of their off-shore teams is often skewed by the lack of information that one would normally obtain by being in close proximity to employees. The Digital Diffusion Dashboard has provided a set of metrics and tools that enable global managers to understand the network in which their employees operate. This network can be analyzed to understand things such as volumes, response time, individuals with whom an employee regularly interacts, cultural influences in the workload of an employee, “buzz” around critical topics, emotion, and team collaboration. Additionally, using these tools can help manage the adoption of new global processes as well as staff changes and turnover to shorten transition time for both incoming and exiting employees. All of these measurements have a significant impact, especially in virtual teams where the tools help bridge the gap between location and perceived performance. A software suite of programs is used to create these metrics, which include: Condor, WORDij, and LIWC. Together this software suite creates the Digital Diffusion Dashboard metrics and tools, which are used to illuminate details that are hidden in e-mail networks that can improve efficiency and increase a manager's ability to understand how work gets done in a global collaborative network. This research was sponsored by National Science Foundation Award #SES-0527487. <s> BIB011 </s> Virtual Leadership: A Review Paper <s> Literature Review 2. <s> Abstract Collaborative innovation networks (COINs) and swarm creativity is often studied in a professional business context. We propose that studying COINs of amateurs and non-business contexts provides a crucial and complementary perspective on these phenomena. By broadening the scope of COINs research to encompass these edge cases, we can begin to identify patterns and trends that persist across different contexts. For the past three years, we have been studying COINs in a novel context: online communities of Flash animators who collaborate over the internet to create animated movies and games called “collabs.” From a quantitative analysis of nearly 900 collabs on Newgrounds.com, we found that these projects can be highly successful, attracting hundreds of thousands of Internet audience members to download the completed animations. Our analysis also demonstrated that is possible to predict the success potential of a collab by examining specific factors, including attributes of the leader, organizational structures, and activity patterns within a collab. Our focus in this research has been on the social dynamics within collabs, especially the role of leadership. Through in-depth interviews with collab participants, we found that collabs are typically created by groups of amateurs, or in some cases, animation students, often located around the world and speaking different languages. Their motivations tend to be socialpsychological—such as learning, reputation, social support, and self-efficacy—rather than financial, and almost everyone contributes as an unpaid volunteer. We also found that a shared goal of almost every collab participants with whom we spoke was to create something original; that is, a movie or game that audiences perceived as unique. To this end, collab participants are constantly experimenting with new processes, team compositions, and artistic styles. We have identified notable similarities and differences between collabs and other COINs involved with entertainment production. Collab participants emulate the professional filmmaking community in that they recruit mainly through social networks; in contrast to movie studios, however, collabs are organized entirely online, via discussion forums, blogs, and instant messaging. This process is facilitated by online reputation markers, such as digital histories of past contributions. Another similarity between the film set and the collab production process is that both operate in a hierarchical fashion, with one individual at the top, the “benevolent dictator,” maintaining the ultimate creative direction and authority. This finding contradicts the received wisdom of online collaborations, which holds that flattened hierarchies make decisions in a democratic or meritocratic fashion. Finally, in contrast to professional filmmaking, we found that the division of labor in collabs is often modularized, rather than specialized. Collab leaders typically assign entire scenes to individual animators to be recombined upon completion. This modularization allows animators to work independently and in parallel to sidestep some of the challenges posed by distributed collaboration. The breadth and potential of COINs, as illuminated by our ongoing study of collabs, continues to surprise and inspire us. Our future work includes (1) developing software tools to support collabs and (2) relating these findings to other forms of online creative collaboration. <s> BIB012
Since the mid of 1970, team based work activities have increased and become dominant organizational form, used to achieve creativity, high performance and intrinsic motivation for employees. The well-known companies like Disney, Kodak and Xerox use such form of work settings and have become well entrenched organizations. The popularity of inter-organizational alliances has increased meanwhile and globalization accelerated the firms to coordinate activities outside the organizational boundaries . Moreover, the services related businesses have expanded around the globe due to the advent of information technology. These factors inspired the organizations to coordinate across the physical boundaries, time zones and organizational context. On the basis of such demands, the face to face conventional teams have started converting into virtual teams. However,  has noted some factors which may influence the negative characteristics among the virtual team members; these factors are divers' culture, distance, different time zones, globally scattered team members and their heavy dependence on computer and information technology. Virtual teams face a lot of challenges including trust, communication and team co-ordination  BIB001 BIB002   . Few disadvantages have been stated by BIB003 that virtual teams are less physical and lack of social interaction, lack of trust, issues concerned with predictability and reliability.  has stated some unsuspected danger and difficulties which are, lack of individual recognition and project visibility, obstacles in technology and lack of enthusiasm. According to BIB004 leadership has two primary functions in context of virtual team that are team development and performance management. The leaders of virtual teams need to distribute functions facets to the team and should make the team as a self-managed team. Team members required committing and consistency with the team and this must be conducted by outstanding leadership.  investigate the concept of e-mentoring in context of digital world as it is necessary for e-leadership to identify its potential challenges. The authors also identified the barriers to e-marketing such as organizational, individual, interpersonal and changing nature of the work. It was concluded that e-mentoring is an important concept which extent the flexibility and use as compare to the conventional models across the time and space.  explain the effect of technology on leadership by exploring the impact of e-leadership on leaders, team's followers and organizations. The author elaborated further that e-leadership is not only the extension of traditional leadership but a changed way which leaders and followers have to follow within and outside the boundaries of organization. They also clarified that it may happen that there are some common rules between virtual and traditional leadership. According to  organizational leaders are facing two type of challenges, one is increasing global dispersion of customers, suppliers and stakeholders and the second is exponential explosion of information and communication technology which lead to lead to frequent daily interactions with colleges, subordinate and bosses dispersed physically. In response to these changes, the scientists of organizations stated to talk about e-leadership to conduct the leadership process by using electronic channels. The authors have assumed that with this pace of development in information technology the organizational growth and global reach it is expected that in near future the e-leadership will be a routine matter rather than an exception what we think about constitutional organizational leadership. BIB006 investigate the concept of e-leadership in context of e-government. According to them main purpose of e-government in a country is to provide information and services by utilizing the information and communication technology. The ultimate objectives being desired by this system implementation is to give access to government organization and maintain the transparency. Authors used a frame work for analyzing the e-government capability in different developing countries. The study results showed that governments offer different services level and different level of quality of services across the world. The level of such services shows the government capability for e-leadership of the countries.  argued that e-leadership is a new concept with many uncertainties because there is a difference in leading a traditional organization and the one with technology medicated environment and he said that there must be an appropriate social environment and the e-leader must be able to convey skills through technology.  noticed that certain changes in work such as complexity, size, organizational structure and arrangement of work compel the leader to responsible and manage the followers who are at distance. The studies revealed many hypothesis, it was tried to forecast the performance of business unit manager. The results showed that performance was rightly predicted by transformational leadership and contingent rewards are not related with performance. So physical distance among leader and their followers has negatively moderated the relationship of transformational leadership and business unit performance and positively moderated relationship among contingent reward leadership and performance.  said that there are two problems that e-leaders can most probably face that are isolation and confusion. He suggested what e-leader should do to avoid these problems. Bake provided a guide line for e-leaders that includes implementing culture information, building predictability, precise communication, person centric. The author also provides opportunity for conventional leaders to re-equip themselves for virtual leadership.  examined distributed working environment by focusing the leader behavior and leadership behavior impact on subordinate's commitment and satisfaction. As the distance is increasing between workers it is being explored that is the behavior of leadership has any effect on the distributed work environment and how it affects the work results. There were some questions raised by the author included the behaviors of necessary management such as consideration and starting structure, leadership type that has the most post effect on worker perception, the importance of face to face meeting between manager and employee. According to the author there are high levels of satisfaction in collocated worker with management than the remote ones. There is a great difference between physical and virtual employee as the employee working near have greater level of carrier advancement than the one's working at long distance from each other. BIB007 conducted a study that included surveys, interviews and observational information and showed that practice of e-leadership include the capability to maintain and built trust through information and communication technology to manage the cycle of virtual work, manage the progress of teams by using technologies to expand the visibility of members inside and outside the company and to make sure that team members get benefited from the team. BIB008 have examined trust in a virtual team environment and said that its can only be built over the course of time due to the past trust worthy behavior. It is difficult to generate trust in virtual teams as there is no physical contact on past record of the individual. Study revealed that trust can be built in a virtual team very rapidly but that trust can be short lined or feeble. Green berg said three components can help build trust are ability, benevolence and integrity. The author has proposed how e-leadership can build and maintain trust through entire life of project. Potential benefits and flexibility is being offered by the virtual teams work settings but there are also challenges related to leadership of such environment  . Some of the challenges that virtual teams have to face have been mentioned by BIB005 are technological faults, communication mishaps, internal conflicts, inept work process and challenges in supporting the systems  has noted that initially virtual team leadership was thought to be important only for large business but presently it has become necessary for almost every business which strive to prosper. For virtual teams and team work management the company does not required making an office in foreign countries and in different cities. However, the virtual leaders required to build human and technical support and systems to make able organization to sustain in competitive environment. Virtual leadership is a great task which shows the influence of a leader because it's a complicated jot to lead people around the world having different time zones, languages and culture. BIB009 said that virtually leading is not only involves people of one's own company but sometime also need to involves people form rival companies. Challenges occur more often across various time zones when there is widespread competition for target achieving, failure of local communication systems or basic services requirement for making software and hardware compatible does not exist together or demands of urgent attention to fulfill priorities. There are some questions concerning e-leadership as identified by the author are: How is the leadership style which has a great effect on follower's progress and motivation is dependent on the nature of technology? How trust formation is influenced by e-leadership? Is the nature of technology an important factored in building trust in virtual teams? How leadership is affected by the nature of task and its difficulties? How the leadership affects team performance in virtual environment? BIB010 stated that as the virtual teams are become more predominant, organizations should take a close look to ensure the success of such teams. The leadership of virtual team's required to manage from distance and consequently face unique challenges and issues. An experiment was carried out by Purvanovaa and Bono (2009) of transformational leadership in virtual teams' context and conventional face to face teams. There were thirty nice leaders to lead both teams. Leader rank was different between both because in virtual team they turned out to be more effective leaders as they had increased their transformational leadership style. Analysis at team level also proved that effect of transformational leadership was making stronger in virtual team than face to face team. It is concluded by the author that transformational leadership has great impact on virtual team and leaders with transformational style of leadership in virtual team can achieve higher performance level. Colfax, Santos and Diego (2009) argued about the necessity of virtual team in local and global businesses especially when the employees are reluctant to move to other places. Before the inception of virtual team concept when a manager or any employee with technical skills was needed in some foreign place other than home town they were urgently moved. But in the new era the need of global operations has been changed; now there is no need to move the people from one place to another. However, it is very essential to build up virtual work environment and take advantages of the technology which is in our approach. There is also a need for making a new example of virtual organizational management but it requires proper training of workers, reliability of working environment technology, acceptance of one's own task with enthusiasm and communication among member of a team. These are the basis for the formation of e-leadership spread across the globe to manage virtual team and their operations. The challenge of e-leadership in health care organization have also been studied by  . The health care organizations have to face many challenges as they move and spread out into global market. There are lot of issues concerning leadership and the leading individuals those are usually geographically scattered. There are three new ways to improving the health care organizations that are medical tourism, obtaining resources from foreign counties and tele robotic. Leaders are required by these models to lead the team members virtually. The authors have provided a guideline for the global health care organizations so they can be led and inspired and are able to face challenges such as language issues, cultural diversity and technological problems. Kerfoot (2010) has described virtual leadership as like leading of an organization which is not physical, in short, it is the management of the work that has been distributed among the members who communicate and contact with each other for their work through electronic media. The virtual leaders must have the ability to inspire people from long distances and develop self-managing qualities in employees. The virtual leaders must know how to cross barriers of culture, time and distances about new changes in places where direct supervision and control is impossible. To maintain the high-performance of group across the boundaries new abilities are required. It is concluded by the author that virtual leaders must be dependent on coaching and not supervision. Miller, Aqeel-Alzrooni and Campbell (2010) have presented learning from an interdisciplinary co-operation undertaking in the virtual environment between four different teams of university. The purpose of this activity was to make the students able to learn experimentally the use of a dynamic social network analysis tools for various projects. Inter and multi-disciplinary co-operation challenged the teams to quickly and clearly communicate and show the values of key principles, methods and work practices while negotiating a variety of difficulties, cultural knowledge, skills and abilities. The authors presented a frame work of future co-operation in such working environment. Email networks and technology has been discussed by BIB011 to support the virtual teams working globally. The authors accepted that in history management of employees that are located at different locations has trusted mostly on e-mail to track issues, to manage performance and distribute the workload. But these methods are not applicable for high data volume because of insufficient information. As a consequence, the understanding of virtual team members of a distant manager is distorted by insufficient information as compare to the information they usually obtain by being in close contact to employees. To make the virtual manager understand better the authors have proposed a set of tool called Digital Diffusion Dashboard which provide analytical matrix for better understanding of network through which he is connected with virtual team. These tools present analytics relevant to volume, time, interaction of employees on regular basis, influence of culture on the employee, team collaboration, interaction, emotion and collaboration. Moreover, the tools also held in adoption of new global prospects and change of staff as it shortens the time of change for both existing and incoming employees. These measurements have a strong influence specifically in virtual teams where there is need to assist and to fill the gap of location and performance. Collaborative networks innovation has been studied by BIB012 . The authors investigate that how they utilized virtual team concept in collaborative network and can be creative. The author tried to studies the non-business activities. They study the online communication of flash animation by armature that co-operated with one another on internet and created animated movies and games. There are almost 900 games on new grounds.com which are found to be very successful projects attracting thousands of internet audience to download them. They studied the model for explicit factors including attributes of e-leader and virtual structure of organizational. The research was based on the social dynamics with collapse specifically to test the role of e-leadership.