This document discusses virtual teams and virtual team leadership. It notes that virtual teams face challenges such as temporal distribution across time zones, cultural differences, and complex member roles. Effective virtual team leadership requires vision, cultural awareness, leadership presence in a virtual context, and facilitating team development. The document provides examples of how virtual teams have benefited companies through reduced costs, greater flexibility, and access to global talent. It also discusses challenges such as lack of trust and communication issues. Strategies for effective virtual teams include leveraging diversity, using technology, and strong virtual team leadership.

1. www.satelliteteamsolutions.com.au 1 19 August 2009

2. Effective Virtual Teams 2 19 August 2009

4. Boundary Spanning - Cultural/organisational

5. Lifecycles - Long/short

6. Member roles - Complexity (Source: Bell & Kozlowski, 2002) 3 19 August 2009

7. Leading Virtual teams Leadership/Vision Cultural Awareness Leader Presence Virtual Context Team Development Organisation Structure/technology Effective Virtual team 4 19 August 2009

8. Effective Virtual Teams and Virtual Team Leadership Practical strategies & tactics

9. Emergence of Virtual Teams 6 19 August 2009

10. Shell House William Street Melbourne Built 1935 Designed Kingsley Henderson Shell Australia Redfern Road Hawthorn East Built 2004 Shell House Spring Street Melbourne Built 1989 Designed Harry Seidler 7 19 August 2009

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14. Where to from here Why have virtual teams? What are the challenges of virtual teams? Focus on people aspects of virtual teams 19 August 2009 11

15. Benefits of Virtual teams Global customers Adaptability to global competitive pressures Greater flexibility for employees (home offices) Maintenance of healthy work/life balance Resource complex global projects Talent utilization across multiple time zones Richness in diversity Increasing sense of sustainability 12 19 August 2009

17. Global management information, guidelines & frameworks

18. Standardisation of process thus reduced cost with economies of scale

19. Consistent global customer offerings

20. Strength of global resource pool – accessibility & depth of talent

21. Pace of disseminated implementation across the globe 13 19 August 2009

23. 54,000 kms not travelled

24. 214 hours of travel time saved

25. 23 tones of CO214 19 August 2009 Telstra

27. Design time to 10% of schedule

28. Number of hours to 1% of normal

29. Manufacturing cost by millionsSource : Lipsnack 2008 15 19 August 2009

31. 3 days of work within 24 hour period across three countriesSource: Zaheer, 2000 16 19 August 2009

32. Ashridge Business School (UK) Less than 30% of Virtual teams are seen to been effective or successful 17 19 August 2009

33. Challenge of Virtual Teams 18 19 August 2009

34. Virtual teams challenges 19 19 August 2009

35. Virtual teams challenges 19 August 2009 20

36. Virtual teams challenges 21 19 August 2009

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39. Time Zone management

40. Restricted communication mediums

41. Leadership communication capacity

42. Human Resource structures and measures consistent for VTs23 19 August 2009

43. Talent churn 24 19 August 2009

44. Safety performance 25 19 August 2009

45. Impact on environment 26 19 August 2009

46. Decreasing profits 27 19 August 2009

47. Ineffective virtual teams cost businesses 28 19 August 2009

48. Effective Virtual teams & Virtual Team Leadership 29 19 August 2009

49. Leading Virtual teams Leadership/Vision Cultural Awareness Leader Presence Virtual Context Team Development Organisation Structure/technology Effective Virtual team 30 19 August 2009

50. Harvard Business Review 2004 54 teams, 25 global companies, 15 countries Leverage diversity (Team) Use technology to stimulate reality (Tech) Hold team together (VTL) Effective Virtual teams & Virtual Team Leadership Source : HBR 2004, Majchrzak, Malhotra, Stamps & Lipnack 31 19 August 2009

51. Virtual Team Development 32 19 August 2009

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55. Embracing differences to gain richness in diversitySource:Tuckman 1965 34 19 August 2009

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60. Initial F2F? Most important Empirical research :What happens in the early formation & leadership of teams predicts subsequent levels of trust, satisfaction & performance (Avolio & Kahai, 2003) 38 19 August 2009

62. credibility (will deliver)

63. personal connection – ways of working“Key ingredient to building trust is not time, its courage” (Lencioni, 2005) Trust 39 19 August 2009

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65. Leading Virtual teams Leadership/Vision Cultural Awareness Leader Presence Virtual Context Team Development Organisation Structure/technology Effective Virtual team 41 19 August 2009

66. Virtual Team Leadership 42 19 August 2009

67. “Many traditional skills that helped managers lead people located in a single place are not sufficient when they have to motivate, coordinate, and develop people who are scattered across the city, the country or the world” “If you are a leaders, you can no longer avoid distance management; you can only choose to do it well or poorly” Fisher & Fisher – The Distance Manager 2001 43 19 August 2009

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69. Virtual Team Leadership Understanding of global leadership characteristics GLOBE study 15 years – 65 societies, data from 18,000 middle managers Ability to constructively revisit cultural differences with team members during team activities/challenges ( Hanges, Lyon & Dorfman, 2005) 45 19 August 2009

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73. “Trying to be a leaders with a paper bag over your head – can’t see, hear or speak face to face with the people you are suppose to be leading” (Fisher & Fisher, 2001) 49 19 August 2009

74. Virtual Leader Presence 50 19 August 2009

75. Difference in relationship between performer and the audience in a live play. The feeling that a team member has in a real meeting room, in real time, with a real manager Presence Source : Koen, 2005 51 19 August 2009

76. Survey responses in on-line learning environment statistically confirmed : instructor presence strongly related to scores on affective learning social involvement of other team members increased the cognitive learning abilities of students – discussion boards, synchronous chat room and shared context On line learning research Russo & Benson, 2005 52 19 August 2009

78. sense of belonging in virtual team

79. Ok I see”... Virtual nodding

80. sense of team contribution

81. Social connection

82. Informality helps team to relax & connect at deeper level (Caulat, 2006)

83. Setting up social communities

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86. Importance of Presence – sharing of ideas, trust one another & engender collaboration ...increase performance and deliver on goals and increase profitability Virtual Leader Presence (Source: Hentonnen & Blomqvist, 2005) 55 19 August 2009

87. Virtual leadership requires “Good interpersonal skills including the abilities to communicate warmth, emotion, trust and leadership through written words on a computer screen and to read emotions in others’ messages” (Robbins 2004) 56 19 August 2009

88. www.satelliteteamsolutions.com.au 57 19 August 2009

89. Satellite Team Solutions Programs 19 August 2009 ‹#› Program 1 : Current state diagnosis Goal : Identify and report on the specific focus areas within your organisation that need to be addressed to enable effective virtual teams and virtual team leadership. Program 2 : Virtual Working Strategy Goal : Design a virtual working strategy that creates a competitive advantage in this dynamic environment and is consistent with overall business strategy. Program 3 : Effective communication through technology Goal : Establish team behaviours that enhance relationships and trust using various forms of technological communication mediums. .

90. Satellite Team Solutions Programs 19 August 2009 ‹#› Program 4 : High Performing Virtual teams Goal: Establish team behaviours that extend relationships and build a trusted team environment through collaborative working and researched frameworks. Program 5 : Virtual Team Leader Presence Goal : Enhance virtual leadership effectiveness. Explore the key challenges of virtual leadership. Experience the impact of Leader Presence in the virtual team, thus enabling and mobilising individuals and the team to optimised performance.