ABSTRACT
Leading virtually means managing a network of interdependent relationships while keeping the team focused on mission accomplishment. It is active management through relationship, communication, and coaching, skills critical to a virtual manager. High-level interaction, interdependence, and performance occur in multiple work environments. The virtual manager launches the team by facilitating its members getting to know each other while clarifying the team charter, team scope, and expected deliverables. Conversation and attention to relationships have to be scheduled into the virtual manager's day. Virtual managers often work in a complex work environment, such as a matrix. A matrix is not an organization structure so much as a set of reporting relationships that tie the organization together laterally. Typically, virtual workers will go through four stages of personal adaptation to the virtual work environment: excitement, disappointment, confusion, and synergy. One of the bigger challenges for the virtual leader is developing team members without the traditional face-to-face interaction and observation.
