RIS ID
21226
Abstract
Leaders in multi-national organisations have to work with team members in many different locations, with few if any face to face meetings. This poses problems for leaders used to working face to face. This article briefly reviews the literature, finding some consensus that leadership is significant in managing virtual teams but that the practices adopted by leaders need to be adapted, that trust is one of the key predictors of success, and that technology and training also help improve performance of virtual teams.
Publication Details
This article was originally published as McCarthy, G, Toolkit for managing virtual teams, The Human Factor, 2(1), 2007, 26 - 29. Copyright Indian Institute of Planning and Management 2007. Original journal information available here