Leading Virtual and Hybrid Teams

Abstract

Rather than sharing specific technology tools that will likely be outdated by the time you are reading this book, this chapter shares timeless tips to help you lead teams that do not physically interact much or at all.

Virtual teamwork can be defined by two key dimensions: the degree to which interactions are virtual (ranging from completely physical in-person interaction to completely virtual interaction), and the degree to which a team relies on a range of technology for team communication. Underlying the virtual work of teams is the principle of bandwidth as measure of the amount of information that passes between and across teammates as they conduct their work. Additionally, we describe, richness and social presence as relevant concepts that can be employed in teammate virtual interactions to increase the bandwidth available to manage significantly complex work among the team.

Challenges emerging within virtual teams include disengagement during meetings and less relationship-building behaviors that build psychological safety and mutual accountability. A proactive approach for leading virtual and hybrid teams includes the hyperclarity of communication expectations; team-wide training necessary to master relevant communications and task-oriented technology; identifying the appropriate communication tool for different types of communication needs; and facilitating in-person interactions when possible.

We provide recommendations for managers of virtual teams to navigate team dynamics when common challenges arise during the team’s work.