ABSTRACT
Managers should focus not on defensive monitoring of the virtual worker, as this is often almost impossible anyway due to split locations, but more on creating an environment that, through interest, involvement, incentives and rewards, encourages virtual workers to perform. Managing a co-located team requires an in-depth understanding of the human and social processes of group dynamics. The virtual team members must define how they will communicate during the life of the project through their interpersonal interactions and also the technicalities of sharing documents and team progress. A virtual team faces greater challenges than a traditional team in developing and maintaining a bond of trust and familiarity between its members. The pioneering working conditions give scope for the team to think outside the normal constraints and parameters, and take actions that transcend normally expected problems presented by boundaries of culture and organization. There are a number of apparently fragmented roles that a team leader must fulfil for virtual team facilitation.
