Effective Virtual Project Management Using Multiple E-Leadership Styles

Effective Virtual Project Management Using Multiple E-Leadership Styles

Margaret R. Lee (Capella University, USA)
DOI: 10.4018/978-1-4666-1601-1.ch056
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Background

Introductory Definitions

Virtual teams reflect the ever-increasing non-traditional work environments of the 21st century, with members collaborating from geographically distant locations (Lee, 2009). Ariss, Nykodym and Cole-Laramore (2002) define virtual teams as a group of skilled individuals who “communicate via computer, phone, fax and video-conference” (p. 22). Virtual teams involve individuals who are geographically distributed and use technology to communicate and produce results (Duarte & Snyder, 1999).

The term e-leadership describes leadership in today’s nontraditional virtual business environment. The need for e-leadership in virtual project teams has become increasingly relevant as businesses move toward more non-traditional work. Virtual project teams are increasing in business today, and understanding e-leadership styles of virtual teams is an important part of e-business. E-leadership styles for virtual project team managers may be different from traditional project team managers, and how they might be different is still an emerging study. E-leadership styles is an expanding topic for developing the knowledge and practices necessary to determine the most effective leadership styles for virtual project managers.

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