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The Virtual Coffee Break: Virtual Leadership – How to Create Trust and Relations Over Long Distances

The Virtual Coffee Break: Virtual Leadership – How to Create Trust and Relations Over Long Distances

Mads Schramm
Copyright: © 2018 |Pages: 20
ISBN13: 9781522540946|ISBN10: 1522540946|EISBN13: 9781522540953
DOI: 10.4018/978-1-5225-4094-6.ch014
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MLA

Schramm, Mads. "The Virtual Coffee Break: Virtual Leadership – How to Create Trust and Relations Over Long Distances." Online Collaboration and Communication in Contemporary Organizations, edited by Ditte Kolbaek, IGI Global, 2018, pp. 256-275. https://doi.org/10.4018/978-1-5225-4094-6.ch014

APA

Schramm, M. (2018). The Virtual Coffee Break: Virtual Leadership – How to Create Trust and Relations Over Long Distances. In D. Kolbaek (Ed.), Online Collaboration and Communication in Contemporary Organizations (pp. 256-275). IGI Global. https://doi.org/10.4018/978-1-5225-4094-6.ch014

Chicago

Schramm, Mads. "The Virtual Coffee Break: Virtual Leadership – How to Create Trust and Relations Over Long Distances." In Online Collaboration and Communication in Contemporary Organizations, edited by Ditte Kolbaek, 256-275. Hershey, PA: IGI Global, 2018. https://doi.org/10.4018/978-1-5225-4094-6.ch014

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Abstract

A large number of studies show that trust is crucial to success as a virtual leader. The purpose of this chapter is to provide a theoretical and practical perspective on the challenges of creating trust and strong relationships to the virtual leader. The chapter presents the consequences of virtual collaborations if trust is low or high. Next, it points out how the virtual leader can work to create trust. The chapter presents “The Circle of Trust,” which consists of several important behavioural attitudes for the virtual leader. The meaning of metacommunication in the form of clear agreements on the use of communication is outlined. Several communication forms—e-mail, videoconferencing, and online informal communication—are examined, focusing on how these forms of communication can consciously promote trust in virtual collaborations. The chapter provides a collection of the most important solutions and recommendations for the virtual leader.

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