Al-Ani, Horspool, and Bligh (2011) described qualitative aspects of working in virtual teams, often with virtual strangers (Here we sit in our virtual classroom!), ranging from the continued importance of face-to-face communication to an entirely “virtual presence.” As discussed in Week 6, a multigenerational workforce presents multiple levels of leadership challenges that have continued to evolve in parallel with the Internet age and the changing dynamics of the modern worker. A leader must still lead despite where teams may fall on the continuum. Does a virtual team benefit or stifle an organizational structure? What are the new leadership toolkits necessary for success?
- Review the Learning Resources.
- Consider the communication challenges that exist in virtual settings.
Post a description of the benefits and challenges of communicating with co–workers or clients/citizens in virtual settings. Can the problems be avoided or overcome? Use specific examples to explain your response.
- Al-Ani, B., Horspool, A., & Bligh, M. C. (2011). Collaborating with “virtual strangers:” Towards developing a framework for leadership in distributive teams. Leadership, 7(3), 219–249.Retrieved from the Walden Library databases.