Many people assume the characteristics that make a good leader are the same no matter where that leader is located. However, managing virtual teams effectively requires a set of skills that is different from managing teams located under the same roof. In addition to excelling at the execution-oriented practices that define any good leader, virtual leaders must also juggle the interpersonal, communication and cultural factors that define virtual teams.
OnPoint’s own research on virtual teams has found nearly half are not meeting expectations, while one in four are failing altogether. As virtual teams are the building blocks for global organizations, it is imperative for organizations to select leaders carefully.
What characteristics are most important to consider when hiring, promoting and evaluating virtual leaders?
Our virtual team research consisted of interviews with leaders from 48 virtual teams and identified these top three characteristics.
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