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CHAPTER 10: LEADING TEAMS 309
the contributions of lower-level support staff. One woman who has held the same
secretarial position for many years attributes her high enthusiasm to her team
leader: “For the last several years, our team of four has reported to him. At the
end of each day—no matter how hectic or trying things have been—he comes by
each of our desks and says, ‘Thank you for another good day.’” 54

The Leader’s New Challenge: Virtual and Global Teams

Being a team leader is even more challenging when people are scattered in dif-
ferent geographical locations and may be separated by language and cultural
differences as well. Virtual and global teams are a reality for many of today’s
leaders. Exhibit 10.5 illustrates the primary differences between conventional
types of teams and today’s virtual and global teams. Conventional types of teams
discussed earlier in this chapter meet and conduct their interactions face to face
in the same physical space. Team members typically share similar cultural back-
grounds and characteristics. The key characteristics of virtual and global teams,
on the other hand, are (1) spatial distance limits face-to-face interaction, and
(2) the use of technological communication is the primary means of connecting
55
team members. Members of virtual and global teams are scattered in differ-
ent locations, whether it be different offi ces and business locations around the
country or around the world. Most communication is handled via telephone, fax,
e-mail, instant messaging, virtual document sharing, videoconferencing, and
other media. In some virtual teams, members share the same dominant culture,
but global teams are often made up of members whose cultural values vary
widely. The leadership challenge is thus highest for global teams because of the
increased potential for misunderstandings and confl icts.

Virtual Teams
A virtual team is made up of geographically or organizationally dispersed members Virtual team
Virtual team
a team made up of
who share a common purpose and are linked primarily through advanced infor- a team made up of
geographically or
56
mation and telecommunications technologies. Team members use e-mail, voice geographically or
organizationally dispersed
organizationally dispersed
mail, videoconferencing, Internet and intranet technologies, and various forms of members who share a common
members who share a common
purpose and are linked primarily
collaboration software to perform their work rather than meeting face to face. purpose and are linked primarily
through advanced information
through advanced information
technologies
technologies
Uses of Virtual Teams Virtual teams, sometimes called distributed teams, may
be temporary cross-functional teams that work on specific projects, or they may be

long-term, self-directed teams. Virtual teams sometimes include customers, sup-
pliers, and even competitors to pull together the best minds to complete a project.
For example, three of the top men’s magazines—Esquire, Men’s Health, and Roll-
ing Stone—are fierce competitors, and leaders from the three organizations once

barely spoke to one another. Several years ago, however, the three put together a
Exhibit 10.5 Differences Between Conventional, Virtual, and Global Teams
Member Leader
Type of Team Spatial Distance Communications Cultures Challenge
Conventional Colocated Face to face Same High
Virtual Scattered Mediated Same Higher
Global Widely scattered Mediated Different Very High