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E-Leadership:

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by

Sudar Ganes

on 23 February 2015

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Transcript of E-Leadership:

E-Teams
Most of the interactions among team members occur through electronic communication channels.
Challenges of E-Teams
Successful e-teams require:

Members to
identify
which members can offer the appropriate knowledge resources for the given tasks.
Team leaders and key members to
combine
individual contributions


The failure of teams to effectively perform the “identification and combination” activities is an example of “process loss.”
Advantages of E-Teams
E-Team Leaders
Leadership responsibilities and roles include:

Team Liaison
– scanning and interpreting events occurring in the team and its environment
Team Direction Setter
- defining team purpose
Team Operational Coordinator
– identifying or developing the member resources most suitable for addressing particular problems and designing the most appropriate ways of utilizing those resources; motivating and empowering team members
E-leadership & Fostering
E-Team Trust
Great E-Team Leaders repair the breaches in trust as quick as possible
Discussion Time
Other Challenges
Short-Term Relationships
E-teams are more likely than traditional teams to be formed for a time-limited mission or task, and then disband when the task is completed.
This can be a problem because the dynamics that help teams become effective also require time to develop.
When e-teams are intended to be together for only a short period, members may not have time to proceed through the stages of team development, and may derail into a dysfunctional group.
Members of e-teams may not be motivated to learn to function as a team because the team won’t last long and are geographically dispersed.
E-leadership & Managing E-team Affective Processes
The management of e-team affect also includes helping the team react when facing high levels of adversity, such as time stress and deadlines. E-team leaders need to:

Respond quickly to team requests for information
Be more attuned to the messages flowing between e-team members
Stay aware if and when members are becoming overloaded

Minimizing the Bad & Maximizing the Good

Members of these teams either work in:
Different geographic work locations
The same space at different times
Different spaces and time zones
E Teams are advantageous over traditional teams in two ways:

They are less bounded by geographic constraints placed on face-to-face teams, and have greater potential to acquire the human capital to complete complicated projects.
They have greater potential for generating "social capital" and bring a greater level of cultural intelligence
"team problem-solvers, responsible for detecting and diagnosing potential problems that may impede team action, for generating appropriate solutions, and for implementing those solutions in the team and organization"
Leaders can be defined as:
How might process loss become cyclical?
How can an e-team leader build identification-based trust given that team members are less likely to share personal information virtually?
What are some other advantages of e-teams?
How can an e-team leader build identification-based trust given that team members are less likely to share personal information virtually?
According to the article, e-team membership can often be short-term. With this in mind, do you think that video- and audio-conferencing calls are enough to resolve conflict amongst team members?
Do you think that e-teams can still function effectively without going though Tuckman’s stages of team development?
Thank You
Megan Hood & Sudar Ganes
E-Leadership:
“E-leadership” refers to leaders who conduct many of the processes of leadership largely through electronic channels.
Developing trust in e-teams
Calculus-Based Trust
– trust fellow workers to behave consistently across different team situations
Knowledge-Based Trust
– members become known to one another well enough that their behaviours can be more easily anticipated
Identification-Based Trust
– members understand and share each other’s values, needs, goals, and preferences
Important traits and abilities of e-leaders:

Emotional intelligence
Team management skills
Communication skills
Conflict management skills
Administrative skills
The Training & Development of E-leaders
Process Loss
Process Loss:
Occurs when the team cannot reach its highest level of performance because of inefficient interaction among members.
Failure to execute the identification and combination activities is a cause of process loss:

Other Causes of Process Loss:
Low cohesion
Low trust among members
Lack of appropriate norms or standard operating procedures
Lack of shared understanding among members about the tasks of the team
Team processes
Affective processes - expression and management of emotion

Motivational processes - activities that promote decisions by e-team members to work hard to achieve the team task
Identification-Based Trust
The three forms of trust will emerge in order over time.

Higher levels of trust are more effective in reducing process loss.

How to build identification-based trust:
Get team online and interacting frequently
Maintain an electronic archive of actions, decisions, and roles
Foster a sense of shared purpose and show enthusiasm for it
Devote communications to social information
Full transcript