Sample Paper on Leadership in Virtual Organizations
Virtualization organizations are firms that come together within an established network to provide innovative services that meet customer needs. Within this organization, there is a vast collection of resources that enhance the capabilities of the team that it possesses. The group of virtual firms comprises a hybrid association of the groups that bring quality and rapid service. Virtual team leaders require skills that enable them to design virtual models for sustaining the teams. In this paper, I will respond to the challenges faced by virtual leaders with basing on the leadership of Dr. Craig Marsh. I will address the aspects that that are key to ensuring effective management of the teams. As the expert in the leadership of virtual environment, I will be responding to the arising issues in the learning environment.
Leaders with requisite skills are required to create a working atmosphere where staffs are free and motivated to work (Northouse, 2016). Critical headship skills for virtual environment leaders involve establishment and meeting of the objectives, upholding trust among the employees and creating an environment with various cultures. Coming up with strategies that ascertain the achievement of virtual institutions is the most challenging part for leaders.It requires a leader who will develop workers engagement to advance on their performance. I achieve team performance by building a friendly environment where employees can work to contribute to the success of the institution.
I create a climate that is conducive to workers by letting them manage themselves within the organization’s ethical framework. The culture of engagement that is set up in the group should allow the employees realize their role in contributing to the team’s success (Schultz, 2014). I push decision making of the employees to the lowest level as a strategy of firmly engaging them in the overall performance. Creating this culture motivates employees to foresee their role in the organization and the sense of the team’s success. The challenge of visibility and transparency of the virtual workers is a continuing problem for these virtual environments. As a manager, I curb this problem by monitoring the processes which enable the virtual employees to have self-control and a sense of integrity. The language barriers experienced by the different employees working in the organization are another issue that should be addressed to meet the success of the firms (Moldovan & Macarie, 2014).
In strategizing my leadership ways, I would create a virtual seminar for the organization where employees can interact and share their views. This would help to ensure the remote employees feel close to their counterparts hence work as a unity. When the workers are geographically separated, they struggle to come to terms with their teammates. My rationale for this strategy is in support of the view that dispersion of employees creates subgroups that tend to conflict based on their locations. Therefore stability can ensure by ensuring the members participate in virtual seminars that will give them a chance to air out their issues and find a quicker solution. This will create unity and harmony which will be vital to the success of the organization (Chatman, 2014) I will also address differences in perceived status between the leaders and the led. In this, I will create a reliable channel that will ease the communication flow from the top to bottom and vice versa. This strategy will assist in removing the fear experienced by the employees and leaders.
Moldovan, O., & Macarie, F. C. (2014). How to change the informal side? A comparative
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Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage.
Schultz, J. R. (2014). Creating a culture of empowerment fosters the flexibility to change. Global
Business & Organizational Excellence, 34(1), 41–50. doi:10.1002/joe.21583
Chatman, J. (2014). Culture change at Genentech: Accelerating strategic and financial
accomplishments. California Management Review, 56(2), 113–129.