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Summer 2019

Virtual Leadership in Organizations: Potential Competitive Advantage?

Thomas Kohntopp [email protected]

J McCann Union College

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Recommended Citation Kohntopp, Thomas and McCann, J, "Virtual Leadership in Organizations: Potential Competitive Advantage?" (2019). School of Management Publications. 140. https://scholarworks.waldenu.edu/sm_pubs/140

This Article is brought to you for free and open access by the College of Management and Technology at ScholarWorks. It has been accepted for inclusion in School of Management Publications by an authorized administrator of ScholarWorks. For more , please contact [email protected]. Virtual Leadership in Organizations: Potential Competitive Advantage?

Jack McCann, Union College Thomas Kohntopp, Walden University

Introduction companies to act on its behalf or to franchise, and to The present and future of virtual leadership is create alliances and partnerships in order to strengthen connected to the rise and direction of the digital its position in global markets. economy, as new and applications will An organization can gain a competitive advantage change the way business connects internally and in global markets by exploiting and spreading its externally with stakeholders. Data are at the heart of value chain functions among nations in the most the digital economy and its protection is critical. The efficient and effective manner. An additional way an digital economy is of great interest both domestically organization can gain this advantage is to transfer and internationally. Its development and future are at competitively valuable competencies from its domestic the heart of every country’s economic competitiveness base to foreign markets. A global organization may (U.S. Department of Commerce, 2017). be able to deepen its strength and capabilities based Hammonds (2006) discovered that the “Starbucks” on the fact it has more options than the domestic effect is the hallmark of the global economy. It is company. From a historical perspective, business the continuous emergence of new competitors with activity of all types is moving in the direction of superior business models. It forces organizations to (Acs & Preston, 1997). reconsider and question the viability of what they have Traditional models of leadership certainly have always done. Capitalizing on continuous change has value to organization success. However, to remain been the basis, in part, of the national competitive competitive in a global perspective a modified view advantage. Competition creates pressure on the global of leadership is required. The global corporation can organization to do more with less, to do it faster and reside any and everywhere, and this phenomenon cheaper, and that customers have choices. A successful produces challenges with respect to how traditional global organization may utilize a competitive strategy leadership is performed. The personal nature of concerned with production costs by making products traditional face-to-face interaction takes a different in the lowest cost country and then exporting them perspective, since face-to-face takes on a new meaning to the global market. It may choose to license foreign as proximity is expanded. Granted, technology

26 SAM Advanced Management Dournal - Volume 84 Edition 3 enables face-to-face via screens and calls in the virtual virtual organizations) and a new form of leadership environment, but so much more interaction occurs (E-leadership or virtual leadership) are taking place in asynchronously without face-to-face opportunities. the virtual business environment. Therefore, traditional leadership models that involve The main feature of E-leadership and virtual in-person meetings or informal conversations in leadership is the manner of interaction and office doorways are absent, or less effective, in the relationship between leaders and their followers. These virtual or global world. Because of the expanding leaders communicate via electronic media through the global organization, traditional leadership can be a (Renu, 2014). Meyer (2010) found that virtual disadvantage for companies that seek an international managers need a broader or more augmented skill set competitive advantage. than managers working with co-located traditional This paper will introduce the concept of a virtual teams. Virtual managers must have the ability to switch organization and the role, responsibilities, and between skill sets, based on the diversity of their team practices for leaders in these organizations. Most members and the distance between them. The new corporations operate globally. Small to medium virtual world of business requires managers who are sized companies residing in a single country still especially flexible and embrace diversity to a greater rely on international suppliers and markets, among degree. other things. As technology improves, develops, and According to Renu (2014), a virtual leader directs advances, globalization will become more pronounced people from a distance to complete required work for all companies. Considering this technological that accomplishes the mission and objectives of the trend, the virtual structure will likely become more organization. E-leaders or virtual leaders are primarily prevalent. This paper will also present leadership found in E-business. E-business means doing business concepts and how practical and effective they can be through electronic medium, especially through in a virtual platform. Virtual organizations are highly internet. E-leadership is also called distance leadership suited to globalization and an international perspective or virtual leadership and can replace traditional will also be addressed along with recommendations to leadership because of advancement in technology. organizations. Lee (2014) postulates that leadership and are inseparable elements and the Virtual. Leadership and Its Context way we communicate has evolved. Today there are E-Leadership was first coined in response to a new more global-virtual teams than ever before, and this working environment where human interactions trend continues to grow. Organizations must utilize are mediated by information and virtual team member from across the globe to meet technology. In this environment leaders lead the challenges of a global economy. These teams must organizations and projects from a distance (Avolio, communicate virtually through videoconference, Kahai, & Dodge, 2000). The transition to a global phone, and email to save money and time when economy has required changes in organization and resources are limited. This management challenge significant adaptation on the part of leadership (Avolio requires skills for running global-virtual teams that are & Kahai, 2003), and a new leadership approach. different than what is needed for teams located in the E-Leadership is viewed as a necessary response and same place. solution to global changes created by technological Meyer (2010) presents four ways that the two modes development. E-Leadership may also be a result of of leadership differ. First, team leaders must formalize technological development of change due to global roles and responsibilities of employees along with their economy. These changes are creating virtual and own. Traditional leadership does require formalization. flexible work options and they continue to evolve Yet in a face-to-face environment there is opportunity requiring employers to formalize their virtual work for more immediate adjustments or modifications policies and better manage their virtual workforces that reduces the need for a strict formalized context. (Leonard, 2011). Second, leaders of global teams must recognize that Innovations in information and communication their styles of decision making may be deeply rooted technology, such as the internet and E-commerce, have in the cultures of teams. Global teams must develop revolutionized the way organizations operate today. detailed descriptions of how decisions will be made. Therefore, new forms of organizations (E-business or Perhaps the best global team leader is one who is

SAM Advanced Management Journal - Volume 84 Edition 3 27 willing to try different decision-making processes. In superior leadership skills. Furthermore, they must traditional organizations leaders often interact with have empathy to handle the frustration faced by their employees who represent or identify with norms and staff members (Roy, 2012). According to Walker perspectives that often match those of the leader. (2010), leadership is the key single factor that drives There is may be less heterogeneity in the team, too. and determines the success of the organization. Thirdly, trust is different in virtual teams than in a Gladys (2014) found research about frequently cited co-located team when measured in terms of reliability leadership characteristics needed for a successful and familiarity. Leaders of virtual teams must create virtual work environment. It is presented in Table 1. well-defined processes where team members must deliver specific results in a repeated sequence. Over Moving from Managing Traditional time, cycles of behavior build trust. Traditional Organizations to Virtual Ones organizations and leadership embrace familiarity Virtual organizations are generally comprised of and frequent interaction. There is more opportunity teams or individuals that operate in separate locals for workers to experience the characteristics, with some degree of autonomy. A key component that behaviors, and nuances of the leader in a traditional enables productivity is technological connectivity, organization. Fourth, the key to effective leadership often asynchronous (Burma, 2014). Virtual is effective communication; the foundation to all organizations can certainly enhance a company’s success is effective communication. Virtual leaders success. However, challenges with effective leadership who sit at a desk throughout a meeting may lose their may arise and employees can become disenfranchised ability to persuade or communicate interpersonally when traditional levels of engagement erode. versus management by walking around. Enhanced Management must operate in a world shaped communication encompasses more than an exchange by globalization and the information revolution of information. Traditional leaders function in (Grove, 1995). Organizations downsize, rightsizing, the moment. It affords them time to adjust to the outsource, reorganize, and reengineer to reduce the instantaneous change of ideas that take place in a workforce size to adjust to an ever-changing business traditional face-to-face conversation. environment. Globalization demands the creation of These four key elements are core to driving and more virtual work environments (Drew, 1994). It is positioning virtual organizations to succeed in the necessary to move from managing the 20th century ever-increasing presence of virtual work. A strong work environment to adapt to today’s virtual, digital, concern for the human element combined with and global work environment. Successful virtual inspiration and motivation, trust, clear and frequent managers are becoming more important and necessary communication, and career enhancing training are to manage virtual human resources. A comparison leadership characteristics that define the successful of traditional teams and virtual teams is presented in virtual organization. These include employee Table 2. productivity, employee retention, employee attendance, Perry (2008) stated that in 2008 that nearly 80% employee development, and employee promotions of companies with more than 10,000 employees (Meyer, 2010). Key elements for successful virtual considered or employed digital forms of work leadership are certainly relevant in the traditional work collaboration. Considering the ongoing globalization environment. However, being proficient with the key and digitalization of work processes, collaborating in elements in a traditional environment may be achieved digital and virtual teams has become an important with less effort. aspect of work in many organizations and in many occupations (Krumm, Kanthak, Hartmann, & Hertel, Critical Leadership Characteristics in 2016). Society of Human Resource Management the Virtual Workplace (2012) reported that 46% of human resource Roy (2012) stated that leaders in todays virtual professionals from global organizations used some environment need to be strong in relationship form of virtual teamwork. building founded on trust, built to be sustainable, enhances team spirit, and motived by achieving form and functionality. Excellent leaders must also have well-developed technical skills along with

28 SAM Advanced Management Dournal - Volume 84 Edition 3 TabLe 1. Leadership Characteristics and Elements of the Successful Virtual Organization

Leadership Productivity Retention Attendance Development Promotions Characteristic

Concern for the Virtual employees Virtual employees Considering the Development of Leadership that Human are more productive are more likely to virtual worker as virtual employees cares about virtual Element when acknowledged, remain with an an individual rests with employees creates empowered, and organization when positively leadership an environment treated as leadership respects influences providing that is receptive to individuals and cares about attendance assignments that upward mobility (Nauman, Khan, & their well-being (Solomon, 2000). offer professional in the organization Ehsan, 2009). (Fisher and Fisher, growth (Fisher & (Clemons & (2001). Fisher, 2001). Kroth, 2011). Inspiration and Inspirational Leadership that is Emphasis on well­ It is important to Inspiration and M otivation leadership is inspirational and being in a virtual motivate virtual motivation of correlated with motivational tends team influences employees by transformational virtual employees’ to result in the commitment assisting them to leadership in focus on achieving commitment and demonstrated in rise to their virtual teams lays organizational goals loyalty from the areas such as potential the groundwork (Joshi et ah, 2009). employee (Bass, attendance via performance for upward 1999, p. 1 1). technical (Clemons & mobility (Kanter, connectivity Kroth, 2011). 2001). (Hunton & Norman, 2010). Trust Leaders’ trust is It is incumbent The trust A virtual leader An attitude of trust positively related to upon leadership to associated with must lead and on the part of the virtual team foster teleworking build relationships virtual leader performance (Joshi relationships of results in a of trust where needs to be et al., 2009). trust to retain the flexibility that everyone develops aligned to ensure virtual workers in leads to less through shared the empowerment the knowledge absenteeism ideas and and potential of community (Gibson et al., expertise virtual employees (Morello & 2002). (Malhotra et al., (Peters et al., Burton, 2006). 2007). 2010). Communication Virtual employees Communication Virtual teams led Informal Communication require extensive feedback with appropriate communication and inclusion in feedback and encourages virtual communication with employees succession information to employees to feel and fewer aids in planning is critical enhance a part of the interruptions see development and so that employees productivity (Fisher organization and productivity overall expertise, see recognition for and Fisher, (2001). reinforces a increases (Cooper & their work in the connection to the correlated with Kurland, 2002). context of career organization decreased in advancement (Leonard, 2011). absenteeism (Leonard, 2011). (Gibson et al., 2002). Training A productive virtual Leaders who Developing Leadership must Professional organization ensure appropriate virtual employees ensure virtual development and requires a gap training to virtual via collaborative workers have advancement of analysis of virtual employees training is core to opportunity to virtual employees employees is experience long their engagement; grow and thrive is integral to conducted for both term retention of this level of through virtual change IT and non-IT (Yu, employees engagement training and management and 2008). (Otfinoski, 2010). influences online implementation of attendance communities of virtual (Busch, Nash, & practice (Nafukho organizations. Bell, 2011). et al., 2010). (Yu, 2008). Note. Reprinted from A Phenomenological Study of the Lived Experiences of Employees Who Work virtually and Their Perceptions of Leadership Behaviors that Create a Successful Virtual Organization (p. 42), Copyright (2014) by Ann Gladys. Published by ProQuest LLC (2014) UMI 3619351

SAM Advanced Management Journal - Volume 84 Edition 3 29 Table 2. Comparison of Traditional Teams and Virtual Teams Traditional teams Virtual teams

Team members are in same location (leader has All team members are in different locations (leader can opportunities for personal interaction) benefit from perspectives in wide-ranging markets and from diverse customer bases)

Team members use face to face communication (leader Team members use asynchronous communication (leader maintains human interaction that can enhance meaning and scheduling is simplified; information distribution can be understanding) instantaneous)

There is synchronous communication (leader can maintain Tasks are very structured and certain (leader faces and real-time information exchange) addresses less ambiguity)

Team members coordinate the task (leader spends time facilitating, guiding, and encouraging the collective group)

Note. From Kratzer, Leenders, & Van Enelen, 2004, p. 2

Challenges of Leading Virtual of world result in team members only perceiving what Organizations is directly in front of them. In addition, there are Leadership is influencing others to successfully differences in perceived status of a manager versus complete a collective undertaking (Yukl, 2006) and team member, namely hierarchy within the team tends to fall into either a directive or participative membership. The cultural differences among different approach in most organizations (Avolio & Kahai, companies is impactful when working between 2003). Additionally, Bass (1997) discovered that global vendors or consultants, too. Confusion and true transformational leadership knows when to use consideration of time zone differences is challenging behaviors from each dimension. Effective leadership is in virtual communication creating complexities in good for all organizational stakeholders, but ineffective leading virtual organizations. Additionally, research leadership negatively impacts stakeholders making found that communication is recurrent issue among subordinates miserable, harming employee morale, the challenges encountered in virtual program and lowering productivity, and irrevocably damaging the project management research (Hambley, O’Neill, organization (Hogan & Kaiser, 2005; Padilla, Hogan, & Kline’s 2007; Eisenberg & Krishnan, 2018). The & Kaiser, 2007). In virtual organizations, technology additional demands placed on leaders and employees accelerates leaders’ positive or negative organizational to constantly interact and collaborate in a virtual impact locally as well as globally (Avolio & Kahai, organization increasingly overloads workers. 2003). Strategically managing these new challenges is The complexities of leadership in virtual essential (Cross, Taylor, 8c Zehner, 2018). organizations result in several challenges that contribute to social influences making it difficult to Virtual Leadership and Teams in the Global successfully manage (Zofi, 2011; Barczak, McDonough, Economy Nigerian Construction Industry & Athanassiou, 2006). Language differences hinder Odubiyi and Oke (2016) examined virtual teams effective communication along with variations in in the Nigerian construction industry from the interpreting context in high-context cultures (e.g., perspective of virtual teams (VTs), using mixed- Asian, Arabian, Southern European) compared to method research design. They determined that VT is low-context cultures (e.g., Swiss, German, American, a type of team where members operate from different Australian). Differences in perceptions of what cannot geographical regions and function primarily with and be seen during virtual communications in the virtual through the aid of information and communications

30 SAM Advanced Management Journal - Volume 84 Edition 3 technology media. Nigeria, as in other countries, Virtual Leadership and Distance Education Teams primarily uses traditional teams (face-to-face team) in Turkey in construction work, a common industry, and that According to Kuscu and Hasan (2016), companies research about virtual teams (VTs) is still in its nascent and universities have opened to the world and as a stages result of globalization many have developed a world­ Odubiyi and Oke (2016) found that communication wide presence and global brand. Most companies and among team members leading to flexibility of universities now provide distance learning classes and operation and decision making are key strengths in-service training in virtual platforms via internet. of VT. The authors found weaknesses among VTs These learning opportunities may be conducted in pertained to requirements for special training, a one country, projected, or recorded for specific or need to develop skills to manage conflict among worldwide consumption. Individuals work in different team members, and adaptation to the needs of time zones and environments as members of virtual clients regarding the communication and structure teams, and the virtual leaders effectively manage their of VTs. Improving efficiency through reduction virtual teams. The authors examined virtual leadership in time-to-market, collaboration ability of team perception of distance learning teams. For the purpose members, and delivery time of projects were found of the study, the virtual leader was any member of the to be opportunities for VTs. Research also revealed team for academicians, manager for technical support that threats among VTs in the population studied team, and teacher for students. included members’ performance level and complexity The major findings of this research were about who of technical application. The study concluded that the virtual leader was and what properties virtual success of VTs depended on exploiting opportunities leader should hold. Communication skills are the most opened to them, such as VTs that supported an important ability for a virtual leader. Virtual teams are enhanced organization structure where reduced lines indispensable in business and education. However, of authorities and hierarchies may exist, and rapidly society has not moved beyond the conventional sharing of information. This is different to what education concept to appreciate virtual education may be found with traditional team where informal and many believe virtual leadership is a simple discussions commonly provide for information management concept. However, it is necessary to sharing. consider a virtual leader differently from conventional leaders (Kuscu & Hasan, 2016). Trust, E-Leadership, and Organizational Kuscu and Hasan (2016) found that virtual Commitment environments were more challenging, since they are Iriqat and Khalaf (2018) investigated the enhancing free-flowing and more difficult to follow environments role of building trust and the impact it has on in which organizational loyalty level varies. Thus, the E-leadership and organizational commitment in most important duty of the virtual leader becomes virtual teams. The authors discovered that E-leadership motivating team members to achieve the mission of is significantly related to building trust and the organization. The virtual leader must establish an organizational commitment of virtual teams situated environment founded on confidence, one in which in Islamic banks in Palestine. They also found that the job descriptions are clearly defined, and they the three dimensions of E-leadership (engagement, must know their team well and identify their needs. execution, and elasticity) significantly predicted The virtual leader’s job can be more challenging than organizational commitment. Furthermore, they other leaders, but it also has its advantages as well. discovered that trust building enhances the impact of The leader may be able to access more people at a time E-leadership on organizational commitment in these and to offer a comfortable working environment. The same banks. As a result of their research, Iriqat and virtual leadership characteristics of all three groups Khalaf (2018) recommend to banking management studied indicated that communication skills, ability to that they focus on developing the electronic abilities motivate, along with a functional level of technological and skills of directors (i.e., vision, engagement, competence were important. Another identified energizing, empowering, executing, and elasticity) to leadership skill was the ability to instill confidence increase organizational commitment and the trust of and leading the team. The common factor discovered employees in banking sectors. among these three groups was that they required

SAM Advanced Management Journal - Volume 84 Edition 1 31 different skills as compared to other leadership to work when and where they are most effective. approaches in conventional environments. Organizations are enhancing their capabilities for networking internally and externally and for virtual The Future of Virtual. Leadership and companies to develop and grow their businesses. Communication These companies are reporting increased employee According to the U.S. Department of Commerce productivity as a result of telecommuting and virtually (2017), the digital economy has become an integral opportunities. Virtual organizations can be as viable part of the daily lives of most humans throughout the and professional as traditional onsite companies world. We use online tools and services to search for and may even have competitive advantages through information, help with our children’s homework, order creative collaboration, unique company culture, and household goods from our favorite retailer, along with improved and new processes. many other uses from gaming to dating. Organizations Virtual teams are defined as groups of individuals throughout the globe use telecommunication and working across time, space, and organizational information technologies to solve problems, develop boundaries, interacting mainly through electronic a product, or provide a service. Companies use these communication means (Minton-Eversole, 2012). A tools to find and connect with other businesses, poll conducted by the Society for Human Resource connect internally between different business locations Management found that almost half of organizations to share information, along with a myriad of other use virtual teams, according to survey results released uses. These tools add value to the economy and July 13, 2012 (Minton-Eversole, 2012). This research collectively represent what is now known as the digital also reported that organizations use virtual teams in economy. order to include talent from different locations because New technologies are at the forefront of delivering their organizations are becoming more global in focus. the digital economy and need for virtual leadership. In addition, managers identified the need to boost According to AT&T (2019), for new technologies to collaboration, reduce travel, and increase productivity be widely deployed, mobile and hard-wired networks throughout the organization as reasons for virtual must deliver “complex and wide-ranging network teams. management capabilities for quality, performance, Improved behaviors have also resulted in bandwidth, latency, and coverage,” (para. 2). Wireless brainstorming for solutions, setting goals, and and video traffic has grown exponentially and 4G set fostering team initiatives. Building team relations was the foundations for the gig economy, 5G will jumpstart one obstacle that prevented success. Challenges to the next wave of unforeseen innovation (AT&T, virtual teams included time differences, distribution 2019). According to Segan (2018), 5G provides three of work, cultural norms, leading virtual teams for new dimensions: greater speed (move more data projects, and developing plans for team initiatives faster), lower latency (responsiveness is improved), or projects. This research also found that most and the connectivity to more devices at one time is organizations in the U.S. were likely to use virtual possible (improves performance of sensors and smart teams if they were multinational. devices). The G in 5G means that it is a generation Tartell (2015) found that tools and technology of wireless technology. Most generations (from 1G currently available to leaders are WebEx, Lync, join, to 5G) have technically been defined by the speed of me, Facebook, Twitter, Yammer, instant messaging, their data transmission; they are also highlighted by Skype, and Facebook, to name a few. Virtual leaders breakthroughs in encoding methods that are known must select the right tools to create the best possible as air-interfaces, making them incompatible with a connections and information with richness and scope previous generation. of information as key factors. Richness is range and Shin (2016) believes that advances in cloud information of the medium and scope as the reach services and videoconferencing technologies make of the technology. Leader success is possible when it more common for leaders and their organizations they are proficient in the use of technology. Low to be virtual and enables teams to telecommunicate technical proficiency leads to less than optimal results. as needed for 100% of the time. This enables Leaders of virtual teams must know the audience, organizations to schedule employees more flexibly, know the technology, and be prepared for technology part-time, freelance, and to allow teams and employees challenges and failures with back up plans. Leaders

32 SAM Advanced Management Journal - Volume 84 Edition 3 must also understand that the richness of face-to-face self-development and learning. These traits were those communication is different in a virtual environment. addressed when developing in current managers and Leaders must provide teams and individuals with used when hiring for leadership positions. Developing more task-relevant information, offer increased these traits in its managers and teams set the stage for communication frequency and regularity, and develop its ability to harness the tools of virtual leadership. stronger personal relationships that support virtual According to DeRosa (2017), virtual organizations performance. and their leadership are challenged by physical distance separation, and it can also be difficult Conclusions to build trust, develop accountability, and united Organizations like General Electric are becoming teams. Miscommunication can be greater in virtual global networks as a result of technology and virtual organizations and many virtual teams are not as networking. According to John Rice, vice chairman of functional as needed. However, some organizations are GE and CEO of the GE Global Growth Organization, getting it right. SAR IBM, and GE are multinationals that GE’s whole is greater than a sum of its parts, and examples of companies successfully meeting and their virtual and dynamic networking resulted the virtual leadership and performance challenges. in an exchange of ideas and solutions across GE, They are using technology tools to collaborate and making performance improvements (Rice, 2017). support performance. They are training employees Nearly 70% of their business is outside the U.S., so to utilize interactive tools and developing virtual the networking exchange must reach across the entire leaders and teams to achieve their purposes. These organization of 300,000 employees operating in over high-performance organizations are overcoming 180 countries. Rice (2017) states that they do not have virtual challenges and learning to adapt to issues the perfect answer, but they continue to invest in the as they occur. Multinational organizations, virtual digital tools, training, and platforms for exchange organizations, and teams must embrace and learn from for internal markets to work together to be part of the successes and failure to earn competitive advantage ideas, inventions, and practices at GE. However, when in todays global economy. As with many perspectives things don’t go well, he described things as a Game of and investigations of organization and management, Thrones with silos and fiefdoms. He notes that nothing further study of virtual leadership is encouraged. changes without building the right culture, a new team However, to supplement anecdotal observations, culture for new ways of working. He states that the key empirical research is encouraged and necessary to gain insight from this initiative is that most people that the a better, more objective understanding of the value and marketplace is external to the organization, but they challenges of virtual leadership. are building value through internal exchanges finding the right combination of leadership and culture for their organization. Earlier, Prokesch (2012) reported that GE identified leadership traits in its managers in order to develop innovation, create new business, and expand into new products, which are key for their successes. These characteristics were external focus-defining success through a customers eyes; in tune with industry dynamics; seeing around corners; thinking clearly seeking simply solutions to complex problems; being decisive and focused; communicating clearly and consistently; and being a generator and creator of new ideas. In addition, they would take risks on people and ideas; display courage and tenacity; team player; respect ideas and contributions of others; create excitement; drive engagement; build loyalty and commitment; expertise and in-depth knowledge and credibility built on experience; and interest in

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34 SAM Advanced Management Journal - Volume 84 Edition 3 Perry, G. (2008). Virtual teams now a reality. Institute for Segan, S. (2018). What is 5G? PCMag.Com. Retrieved Corporate Productivity. Retrieved from https://www. from https://www.pcmag.com/article/345387/what-is- pr.com/press-release/103409 5g Prokesch, S. (2012). How GE teaches teams to lead change. Tartell, R. (2015). Virtual leadership-Closing the distance. IEEE Engineering Management Review, 40(4), 31—41. Training Magazine, 10-11. https://doi.org/10.1109/emr.2012.6379399 Thuenner, K. E. (2006). Options abound as integration of Renu, A. A. (2014). E-Leadership- A new and modern style the global supply chain becomes a top priority. World of leadership. International Journal of Advances in Trade, 19(6), 17-21. Management and Economics, 3(5), 88-93. Retrieved Walker, A. (2010). Out of sight, out of mind? Managing the from https://www.managementjoumal.info/index.php/ teleworker (pp. G00206935, 1-9). Gartner. lJAME/article/download/480/418 Yael Sara Zofi. (2011). A manager s guide to virtual teams. Roy, S. R. (2012). Digital mastery: The skills needed for New York, Ny American Management Association C. effective virtual leadership. International Journal of Yukl, G. A. (2006). Leadership in organizations (6th ed.). E-Collaboration, 8(3), 56-66. https://doi.org/10.4018/ Upper Saddle River, N.J.: Pearson Prentice Hall. jec.2012070104

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