Editing Virtual management (section)

=== Trust and Leader Effectiveness ===
A virtual team leader must ensure a feeling of trust among all team members—something all team members have an influence on and must be aware of. However, the team leader is responsible for this in the first place. Team leaders must ensure a sense of psychological safety within a team by allowing all members to speak honestly and directly, but respectfully, to each other.<ref>{{Cite journal|last1=Han|first1=Soo Jeoung|last2=Chae|first2=Chungil|last3=Macko|first3=Patricia|last4=Park|first4=Woongbae|last5=Beyerlein|first5=Michael|date=2017-04-03|title=How virtual team leaders cope with creativity challenges|journal=European Journal of Training and Development|volume=41|issue=3|pages=261–276|doi=10.1108/EJTD-10-2016-0073|issn=2046-9012}}</ref>

For a team to succeed, the manager must schedule meetings to ensure participation. This carries over to the realm of virtual teams, but in this case these meetings are also virtual. Due to the difficulties of communicating in a virtual team, it is imperative that team members attend meetings. The first team meeting is crucial and establishes lasting precedents for the team.<ref>{{Cite journal |last=Cascio |first=Wayne, F |year=2000 | title=Managing a Virtual Workplace. Themes:Structure and Decision Making |journal=The Academy of Management Executive|publisher=Academy of Management |volume=14}}</ref> Furthermore, there are numerous features of a virtual team environment that may impact on the development of follower trust. The team members have to trust that the leader is allocating work fairly and evaluating team members equally.<ref>{{cite conference|author1=Jury, A. W.|author2=Bordia, P.|author3=Krebs, S. A.|name-list-style=amp|year=2005|title=Transformational leadership within virtual teams: Examining the mediating influence of trust and role clarity for performance and knowledge sharing|conference=6th Australian Industrial and Organisational Psychology Conference, 30 June – 3 July 2005|pages=132|location=Surfers Paradise Marriott Resort, Gold Coast, QLD}}</ref>

An extensive study conducted over 8 years<ref>{{cite thesis|author=Jury, A. W.|year=2008|title=Leadership Effectiveness within Virtual Teams: Investigating Mediating and Moderating Mechanisms|type=PhD Thesis|publisher=School of Psychology, The University of Queensland}}</ref> examined what factors increase leader effectiveness in virtual teams. One such factor is that virtual team leaders need to spend more time than conventional team counterparts being explicit about expectations. This is due to the patterns of behavior and dynamics of interaction which are unfamiliar. Moreover, even in information rich virtual teams using video conferencing, it is hard to replicate the rapid exchange of information and cues available in face-to-face discussions. To develop role clarity within virtual teams, leaders should focus on developing: (a) clear objectives and goals for tasks; (b) comprehensive milestones for deliverables; and (c) communication channels for seeking feedback on unclear role guidance.

When determining an effective way of leadership for a culturally diverse team there are various ways: directive (from directive to participatory), transactional (rewarding) or transformational influence. Leadership must ensure effective communication and understanding, clear and shared plans and task assignments and collective sense of belonging in team. Further, the role of a team leader is to coordinate tasks and activities, motivate team members, facilitate collaboration and solve conflicts when needed. This proofs that a team leader's role in effective virtual team management and creating knowledge sharing environment is crucial.<ref name=":3">{{Cite journal|last1=Zakaria|first1=Norhayati|last2=Amelinckx|first2=Andrea|last3=Wilemon|first3=David|date=March 2004|title=Working Together Apart? Building a Knowledge-Sharing Culture for Global Virtual Teams|journal=Creativity and Innovation Management|volume=13|issue=1|pages=15–29|doi=10.1111/j.1467-8691.2004.00290.x|issn=0963-1690}}</ref>