Managing Virtual Teams

Managing Virtual Teams

Silvester Ivanaj and Claire Bozon

The book Managing Virtual Teams, explores the critical elements that must be considered in managing virtual teams in organizations – from structural, managerial, and process points-of-view. Based in solid research, the book provides a deep look at the nature of virtual teams and the factors that enable their success. It lays out in clear detail the key characteristics of virtual teams and traces their emergence within organizations and the research literature. It makes a valuable contribution with clear guidelines for managerial practice - both to researchers interested in learning about virtual teams and to managers and organizations dealing with the challenges of managing virtual teams.

Chapter 8: Managerial processes—leadership and conflict management

Silvester Ivanaj and Claire Bozon

Subjects: business and management, organisational innovation, organisational behaviour, strategic management, innovation and technology, technology and ict


This chapter explores the key role of the managerial process that embraces virtual team leadership and conflict management. It explains why e-leadership requires some different capabilities from conventional team leadership. More specifically, this chapter defines our understanding of e-leadership toward virtuality. It analyzes the perception of e-leadership by the virtual team members, and, the roles, responsibilities and competencies of e-leadership. The appropriate management styles for certain types of virtual teams are addressed along with their implications for effectiveness.

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