In a 1945 speech, Winston Churchill stated, "We are shaping the world faster than we can change ourselves, and we are applying to the present the habits of the past." Was Churchill predicting the future of project management? Have we changed how we communicate and lead projects? Have leadership and management theories and models evolved to keep pace with today's business environment? Leading Virtual Project Teams: Adapting Leadership Theories and Communications Techniques to 21st Century Organizations addresses the challenges the virtual project management environment poses to traditional methods of leadership and communication. It introduces new approaches for adapting existing leadership theories to e-leadership as well as progressive tools and techniques to improve virtual project communications. The book begins by examining the factors affecting the movement from traditional work environments to virtual organizations. It considers the challenges of leading multicultural, global organizations and reviews what e-leadership means. Illustrating the application of both traditional and new leadership models and theories to virtual project management, the book includes best practices for: * Managing and motivating the multicultural team * Communicating in a distributed work environment * Avoiding social isolation * Cyber-bullying in the virtual environment and e-ethics * Cultural management issues Explaining how traditional leadership theories and models can be applied to contemporary projects, the book details methods virtual project managers can use to enhance virtual communications. The final chapter describes the e-leadership skills and competencies project managers will need to ensure sustainable success in today's competitive business environment. This book provides the virtual project manager with the tools and techniques to improve e-leadership and communications. Complete with case studies that illustrate real-world applications to the virtual challenges presented in each chapter, the book is a suitable text for educational institutions looking to increase understanding of project management leadership and communications outside the traditional project environment.
Overview Virtual Terminology Factors Affecting the Movement from Traditional Work Environments to Virtual Organizations Challenges of Leading in Virtual Organizations Looking Ahead: The Application of Traditional Leadership Models and Theories to Virtual Project Management References e-Leadership for Projects Introduction Defining e-Leadership Application of Traditional Leadership Models and Theories to Virtual Project Management Control-Related Leadership Leadership through Empowerment Transformational and Transactional Leadership Styles Contingency School of Leadership Situational Leadership Styles Decision Tree Approach Agile Project Management Servant Leadership and Grateful Leadership Models of Team Development The ARCS Model Entrepreneurial Leadership Extreme Agility Negative e-Leadership Approaches Authoritarian Leadership Style Laissez-Faire Leadership Leader-Member Exchange Theory Moving toward Multiple e-Leadership Styles Benefits of Multiple Leadership Styles in Virtual Projects Looking Ahead: Current Approaches to Virtual Communications Food for Thought References Notes Case Study References Enhancing Virtual Project Communications Understanding Project Communications e-Leadership for Virtual Project Communications Planning for Project Communications Communications Plan Various Approaches to Virtual Communication Different Methods Tools and Techniques to Enhance Communications for Virtual Organizations Communications Technology Virtual Etiquette Sharing Knowledge Communicating in a Nonverbal World Best Practice Approaches Face-to-Face Communications Teleconferences and Telephone Calls Collaboration Tools Using Multiple Leadership Styles to Communicate to Distributed Teams Situational Communication Styles Servant Leadership Communication Communication with Empowerment Entrepreneurial Leadership Communication Skills Looking Ahead: Cultural Communication Issues and Effective e-Leadership Food for Thought References Notes Case Study Reference Cultural Communication Issues and Effective e-Leadership Understanding Culture Primary Dimensions of Culture Individualistic versus Collectivistic Cultures Low-Context versus High-Context Cultures Low-Power Distance versus High-Power Distance Cultures Masculine versus Feminine Cultures Monochronic versus Polychronic Cultures Low Uncertainty Avoidance versus High Uncertainty Avoidance Cultures Cultures within the Organization Organizational Culture Team Culture Boundary Crossing Project Management Cultures Culture of the Virtual Nomad Integrating Organizational and National Cultures Integrating Cultures Leading the Integrated Culture Globalization and Communications Barriers to Globalization Communicating across Cultures Cultural Fluency Use of Language and Words Communicating across Time Zones Deadlines and Urgency Issues Age Discrimination as Cultural Awareness Religious Considerations in the Multicultural Team Second Language Concerns Flexibility in Communicating with Multicultural Teams Looking Ahead: e-Leadership Competencies References Case Study Reference Notes Virtual Project Leadership Competencies Competencies in Project Management Virtual Project Management Competencies Competencies for Leading Virtual Projects Focusing on the Vision of the Project Clarity of Virtual Structure and Processes Team Charter Code of Conduct Monitoring and Controlling the Virtual Project Project Meetings Status Reporting and Accountability Managing the Virtual Team Building Team Cohesiveness Virtually Motivating the Virtual Team Types of Motivators Retention Empowering the Team Relationship Building and Trust Managing Social Isolation Politics and Cyberbullying in the Virtual Environment Indicators of Inappropriate Virtual Team Member "Fit" e-Ethics References Notes Index
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