Virtual team leadership and implementation in the US Air Force
by Steven J. Minkin
International Journal of Networking and Virtual Organisations (IJNVO), Vol. 10, No. 2, 2012

Abstract: One approach to transformation is the use of virtual teams. This qualitative phenomenological study employed a random sampling technique of a United States Air Force (USAF) virtual team for the study's population. Interviews uncovered insights and perceptions of team members as related to the operation, leadership, and collaboration of a virtual team in the USAF. Data revealed 15 themes that may enhance virtual team operation. Virtual teams need a defined purpose and charter to maximise effectiveness. Additionally, virtual teams present unique leadership challenges including having a clearly designated leader, the leader serving as a facilitator, and choosing the appropriate leadership style. Finally, virtual teams provide an avenue to enhance collaboration, but require the proper tools to promote information sharing.

Online publication date: Sat, 16-Aug-2014

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