Advances in technology have enabled virtual teams to become more prevalent in today’s society. A virtual team can range from a group of long distance students coming together as a group and a team of individuals working together on a project from their respective homes, to a CEO conducting a corporate videoconference from another to country with other departments or subordinates. According to Lilian (2014), “as information and knowledge is diffused by modern technology, working and innovation are shifting form structures inside the organization to broader virtual knowledge networks that may reach across time and space boundaries making physical location, buildings, and distribution channels less important” (p. 1252). This result shifts away …show more content…
Berry (2011) contends that, “virtual teams are not required to use computer-mediated communication technologies, but this is typical given the near-universalistic nature of computer-mediated communication systems in organizations” (p. 187). Despite both teams utilizing the same technologies to complete tasks, a distinguishing factor that truly sets virtual teams apart from traditional teams, is that the virtual team does most of its work using the new technologies and rarely meets face to face (Berry, 2011).
Successful Style of Leadership in Virtual Teams
There are various approaches to leadership styles in virtual teams but arguably the two most prevalent styles are the transformational and transactional leadership styles (Ruggieri, 2009). Transactional leadership focuses on the relationship between a leader and follower and is based on an exchange process and rewards as reinforcement (Ruggieri, 2009). In his study, Ruggieri (2009) found that transactional leadership is based on the following two factors:
Contingent reward and management by exception. A transactional leader will thus offer positive reinforcement, prizes, praise, compliments, and rewards when goals are reached and will utilize negative reinforcement such as a punishment and reproach when errors are made or failures occur. (p.
While transactional leadership relies on a system of rewards and penalties it doesn't provide a lot of in conditions of inspiration to encourage folks to travel past the fundamentals. Given this truth the supporters of transactional leaders may get happy and develop a propensity to attain smallest expectations solely that might facilitate them avoid penalties (Bass, 1990). Therefore the leader and also the follower ar in associate conformity on what the follower would take delivery of achieving the negotiated level of performance (Bass, 1990). The success of such leadership depends on the extent of satisfaction the leader and followers have in following this technique of performance based mostly appraisals (Bass, 1990)
1. How might different aspects of teams and teamwork contribute to team members thinking about quitting their jobs?
There are four more attributes added to the transactional leadership theory and forms the transformational theory. Basically, it is the process where the leader and follower raises their hand for each other towards a greater benefit (Dems, 2015). This type of leadership style is very energetic, enthusiastic and passionate and it’s not confined in a hierarchical relation. Here leader exposed the clear goal to the follower and having a high expectation. But he never forgets about his follower to help them, encourage the. Leader shares his opinion and welcome every input from group members (Transformational Leadership, 2015) . The four qualities are intellectual stimulation to followers to explore new ideas. Considering each individual despite only group or team. Inspirational motivation for creating an inspiring vision to the group which is really achievable. Most important thing the behavior of transformational leader is being a role model to follow (Dawes,
Borkowski (2015) distinguished between transactional leadership and transformational leadership by explaining that: transactional leadership is directed toward task accomplishment and the maintenance of good relations between the leader and subordinates throw consideration of performance and reward. And, Transformational leadership, contrasting transactional leadership, is directed toward the influence and management of institutional change and innovation through revitalization and
Lin, C., Standing, C., & Liu, Y. (2008). A model to develop effective virtual teams.
The increasing number of knowledge intensive research and development companies have turned to virtual teams in the recent past in order for them to generate the greatest competitive advantage from limited resources and labor. The geographically distributed teams must communicate via technology, and this has grown in prevalence as compared to the traditional teams in which all members were collocated and communicate face to face. Thus many organizations turn to virtual teams to reduce operational costs, embracing faster problem solving and innovate.
If we compare these two types of leadership, we can see that they have many differences. Firstly, transactional leaders appeal to the self-interest of employees who seek out rewards for themselves, in contrast to transformational leaders, who appeal to group interests and notions of organizational success. Secondly, transactional leaders work within an organizational culture, while transformational leaders make new ideas and therefore "transform" organizational culture. Thirdly, transactional leadership reacts to problems as they arise, whereas transformational leadership is more likely to address issues before they become problematic. Finally, transactional leaders reward and punish in traditional ways according to organizational standards; transformational leaders attempt to achieve positive results from employees by keeping
The behavioral approaches of leadership are consisted of four parts and they are: task-oriented, relational-oriented, change-oriented, and passive behaviors leadership (Derure, 2011). Task-oriented is divided into four part and they are: initiating structure, contingent reward, management by exception-active, boundary spanning, and directive (Derure, 2011). The initiating structure of task-oriented can be built of group members, coordinating group, and determining standard of task performance to ensure that the task is perform (Derure, 2011).The transactional leader can be referred to the contingent reward because it is made clear to leader what task to perform and the rewards for meeting those expectations (Derure,
This method implies that leaders and follower have combine motives that can be beneficial to both parties. When theses task are assigned, there is a designed reward or punishment for the followers. This method of leadership can also be associated with managing in a sense. Transactional leadership in a sense is like management in that it does not look to inspire or promote change, it is in fact more about ensuring a particular process, and procedure meets the desired results.
Yet, in a unique paradoxical way, the convenience of being able to avoid face to face interaction, or any means of transport, becomes inconvenient and sometimes ineffective due a phenomenon known as virtual distance (Lojeski & Reilly, 2007). While the dynamics of conducting business virtually present appealing opportunities in terms of staff flexibility, cost effectiveness and the elimination of geographical barriers (Pacuraru, 2012), virtual distance presents obstacles that leaders must strive, continuously, to overcome (Lojeski & Reilly, Traditional hierarchical companies are now flattening their leadership models to facilitate involvement of staff, throughout all levels within their organization (Gil-Estallo, Dolors, Aparicio-Valverde, Ferruz-Periz & Escardibul-Ferra, 2000). Technology advancement provides the mechanisms for this communication to occur in the form of emails, shared sites, instant messaging, teleconferencing and a host of other alternatives to face-to-face
The three styles of leadership identified by the authors are: Transformational Leadership, Transactional Leadership and Laissez-faire leadership. Transformational leadership is a style of leadership in which the leader identifies a vision for a committed team while concurrently executing the vision. In this style of leadership, the team is committed to the leader as they have bought-in to the leader’s vision. Transactional leadership is a style of leadership in which the leader promotes compliance with their vision by utilizing reward and punishment.
Carte, T, et al. (2006) Emergent Leadership in Self-managed Virtual Teams: A Longitudinal Concentrated and shared Leadership Behaviour, Group Decision and Negotiation, 15(4), p.323-343
Virtual teams – virtual team is one of the most popular teams in every organization because in virtual team the member are separated in different nation and use technologies to communicate to accomplish their goal on the time.
In conclusion, transactional and transformational leadership can be merged or used individually depending on various circumstances. However, they are partially correlated. In order to make the best use and get the desirable results out of these principles, leaders should attain a deep understanding of each theory as they are dissimilar in conducting. Moreover, an appropriate balance should be considered if leaders aim to integrate them together. In my point of view, either stand alone or combination usage would benefit to any organizations if the application of leaders was taken in proper situations.
Also would be used in the ambulance service when they are in accident scene they will share their ideas on how would be best to treat casualties. Transactional- Leadership is a direct style of leadership which uses rewards and punishments to motivate the team. By using the rewards and punishment system, it helps improve the team’s performance.