A Phenomenological Inquiry Into The Perceptions Of E-Leaders On Virtual Team Leadership

<p>Corporations are facing a more complex and challenging global business environment, and many have implemented a virtual workforce to maintain their competitive advantage through maximizing productivity, reducing product time to market, and cost reduction. The purpose of this qualitative phenomenological study was to gain a deeper understanding of the phenomenon of virtual leadership, as seen through the eyes of study participants (Merriam, 2009). Participants included fifteen Fortune 500 virtual team leaders who had prior experience leading traditional co-located teams. Data collected through telephone interviews were transcribed verbatim and NVivo 11 assisted in the coding, analyses, and presentation. The data analysis emerged with four major themes: (a) establishing and maintaining rapport with subordinates in the absence of physical cues; (b) monitoring and assessing individual performance and the importance of follow-up on observed performance issues; (c) having inherent people skills to bridge the distance created by working over a virtual platform and across different time zones and geographic locations; and (d) establishing effective virtual communications systems and workflow processes (Lepsinger, 2014).</p>

Name thesis:degree_name

Doctor of Education (EdD)

Level thesis:degree_level

Dissertation

Discipline thesis:degree_discipline

Education

Year dc:date.available

2016

Author dc:creator

• Chriestenson, DeAnn

Contributors dc:contributor

• Michelle Collay
• Carol Holmquist
• William Cowen

• Business Administration, Management, and Operations
• Educational Leadership

Repository record dc:identifier

https://dune.une.edu/theses/94

OAI identifier oai:identifier

oai:dune.une.edu:theses-1094