Virtual team leadership and implementation in the US Air Force

Steven J. Minkin

International Journal of Networking and Virtual Organisations, 2012, vol. 10, issue 2, 169-186

Abstract: One approach to transformation is the use of virtual teams. This qualitative phenomenological study employed a random sampling technique of a United States Air Force (USAF) virtual team for the study's population. Interviews uncovered insights and perceptions of team members as related to the operation, leadership, and collaboration of a virtual team in the USAF. Data revealed 15 themes that may enhance virtual team operation. Virtual teams need a defined purpose and charter to maximise effectiveness. Additionally, virtual teams present unique leadership challenges including having a clearly designated leader, the leader serving as a facilitator, and choosing the appropriate leadership style. Finally, virtual teams provide an avenue to enhance collaboration, but require the proper tools to promote information sharing.

Keywords: leadership; virtual teams; collaboration; military; team sponsorship; United States Air Force; USAF; transformation; team membership; communication; teamwork; charter; information sharing. (search for similar items in EconPapers)
Date: 2012
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