Yüksek Performanslı Sanal Takımlar İçin Temel Liderlik Vasıfları

Yıl 2020, , 265 - 279, 24.12.2020

Hüseyin Çırpan , Dilek Yomralıoğlu

https://doi.org/10.38009/ekimad.811341

Cited By: 1

Öz

Günümüz küresel organizasyonlarında sanal takımlar ileri bilgi teknolojileri sayesinde iş ortamlarının vazgeçilmezi haline gelmiştir. Son zamanlarda yaşanan Koronavirüs salgını nedeniyle pek çoğumuz için çalışmanın tek yolu olmuştur. Sanal takımların sahip oldukları avantajlara karşın, takım liderleri uzaktan çalışma koşullarına özgün zorluklarla karşılaşırlar. Bu çalışma hem lider hem de takım üyelerinin bakış açısından, yüksek performans için beklenen liderlik vasıflarını araştırmaktadır. Nitel veriler, farklı örgütlerde çalışan beş sanal takım yöneticisi ve beş sanal takım üyesinden yarı yapılandırılmış mülakat yoluyla elde edilmiştir. Bulgularımız etkin iletişimin, erişilebilir teknik altyapının, takım güveni oluşturmada destekleyici bir unsur olarak takım oluşturmanın ve önceden belirlenmiş iş tanımlarının, performansı yüksek bir sanal takımın temel bileşenlerini oluşturduğu yönündedir. Ayrıca, çalışmamız liderin uyumlandırma rolünün yerel şartları anlamak ve farklı kültürlere sahip olan takım üyelerini uyumlandırmak için önemli olduğunu göstermektedir. Liderin demokratik ve insancıl yaklaşımı sanal takım çalışmasında son derece takdir edilmektedir.

Anahtar Kelimeler

Sanal Liderlik Rolleri, Sanal Takım Performansı

Essential Leadership Qualities for High Performing Virtual Teams

Öz

In today’s global organizations, virtual teams have become the sine quo non of the workplace enabled by the advanced information technologies. Actually, recently for many, it is the only way of work due to the outbreak of the coronavirus pandemic. Besides the advantages of virtual teams, team leaders face unique challenges caused by remote working (Cordery and Soo, 2008; Cascio, 2000; Zhang and Fjermestad, 2006). This study examines the leader’s expected qualifications for high performance both from the leader’s and the team members’ perspectives. The qualitative data is collected from five senior virtual team executives and five virtual team members from different organizations through online semi-structured interviews. Our findings suggest that effective communication, accessible technical infrastructure, team design as a supportive factor of team trust and predefined job descriptions are the main components of a performant virtual team. Furthermore, our study shows that facilitating role of the leader is significant in understanding the local conditions and harmonizing cross-cultural differences of the team members. The democratic and humanistic approach of a leader is highly appreciated in virtual teamwork.

Anahtar Kelimeler

Virtual Leadership Roles,, Virtual Team Performance., Virtual

Kaynakça

• Referans1 Baruch, Y. and Lin, C., 2012. All for One, One for All. Technological Forecasting & Social Change, 79(6), pp.1155-1168.
• Referans2 Bekmezci, M., 2018. Sanallık ve Sanal Organizasyonlar. [online] Acikerisim.toros.edu.tr. Available at: <https://acikerisim.toros.edu.tr/xmlui/handle/1/263> [Accessed 25 September 2020].
• Referans3 Cascio, W., 2000. Managing a Virtual Workplace. Academy of Management Executive, 14(3).
• Referans4 Caulat, G., 2010. Virtual Leadership: On Becoming A Real Leader. Doctoral. Middlesex University.
• Referans5 Cindiloğlu, M., Özyer, K. and Canbek, M., 2017. Duygusal Bağlılık ve çağdaş örgüt yapıları arasındaki ilişki. Social Science Studies, 5(9), pp.265-279.
• Referans6 C. Liao (2017) 'Leadership in virtual teams: A multilevel perspective', Human Resource Management, 27(4), pp. 648-659.
• Referans7 Cordery, J. and Soo, C., 2008. Overcoming impediments to virtual team effectiveness. Human Factors and Ergonomics in Manufacturing, 18(5), pp.487-500.
• Referans8 Çetinkaya, D. and Güleç, G., 2018. Deviant Behaviors in Virtual Teams. Journal of management and economic research, 16(1), pp.275-288.
• Referans9 DeRosa, D., Hantula, D., Kock, N. and D'Arcy, J., 2004. Trust in Leadership in Virtual Teamwork:A Media Naturalness Perspective. Human Resource Management, 43(2&3), pp.219-232.
• Referans10 Fiol, C. and O'Connor, E., 2005. Identification in Face-to-Face,Hybrid, and Pure Virtual Teams:Untangling the Contradictions. Organization Science, 16(1), pp.19-32.
• Referans11 Fiore, S., Salas, E., Cuevas, H. and Bowers, C., 2003. Distributed coordination space: Toward a theory of distributed team process and performance. Theoretical Issues in Ergonomics Science, 4(3- 4), pp.340-364.
• Referans12 Gibson, C. and Gibbs, J., 2006. Unpacking the Concept of Virtuality: The Effects of Geographic Dispersion, Electronic Dependence, Dynamic Structure, and National Diversity on TeamInnovation. Administrative Science Quarterly, 51(3), pp.451-495.
• Referans13 Graneheim, U., Lindgren, B. and Lundman, B., 2017. Methodological challenges in qualitative content analysis: A discussion paper. Nurse Education Today, 56, pp.29-34.
• Referans14 Hinds, P. and Bailey, D., 2003. Out of Sight,Out of Sync:Understanding Conflict in Distributed Teams. Organization Science, 14(6), pp.615-632.
• Referans15 Kanawattanachai, P. and Yoo, Y., 2007. The Impact of Knowledge Coordination on Virtual Team Performance over Time. MIS Quarterly, 31(4), pp.783-808.
• Referans16 Kayworth, T. and Leidner, D., 2002. Leadership Effectiveness in Global Virtual Teams. Journal of Management Information System, winter 2001-2002 18(3), pp.7-40.
• Referans17 Kirkman, B., Rosen, B., Gibson, C., Tesluk, P. and McPherson, S., 2002. Five challenges to virtual team success: Lessons from Sabre, Inc. Academy of Management Perspectives, 16(3), pp.67-79.
• Referans18 Mannix, E., Griffith, T. and Neale, M., 2002. The Phenomenology of Conflict in Virtual Work Teams. [online] Scholar Commons. Available at: <https://scholarcommons.scu.edu/mgmt/162/> [Accessed 25 September 2020].
• Referans19 Ollerenshaw, J. and Creswell, J., 2002. Narrative Research: A Comparison of Two Restorying Data Analysis Approaches. Qualitative Inquiry, 8(3), pp.329-347.
• Referans20 Paul, R., Drake, J. and Liang, H., 2016. Global Virtual Team Performance:The Effect of Coordination, Effectiveness, Trust, and Team Cohesion. IEEE Transactions on Professional Communication, 59(3).
• Referans21 Patton, M.Q. (1990) 'Qualitative evaluation and research methods', Sage Publications Inc., 2nd edition.
• Referans22 Pazos, P., 2012. Conflict Management and Effectiveness in Virtual Teams. Emerald, 18(7), pp.401- 417.
• Referans23 Turel, O. and Zhang, Y., 2010. Does virtual team composition matter? Trait and problem-solving configuration effects on team performance. Behaviour & Information Technology, 29(4), pp.363-375.
• Referans24 Vuran, Y. and Mert, İ., 2017. Virtual Leadership. International Journal of Academic Value Studies, 3(9), pp.63-78.
• Referans25 Wakefield, R., Leidner, D. and Garrison, G., 2008. Research Note—A Model of Conflict, Leadership, and Performance in Virtual Teams. Information Systems Research, 19(4), pp.434-455.
• Referans26 Yeşil, S., 2011. Virtual Teams: An Evaluation and Look on the Critical Success Factors. Atatürk Üniversitesi Sosyal Bilimler Dergisi, 15(1), pp.63-88.
• Referans27 Yoo, Y. and Alavi, M., 2004. Emergent Leadership in Virtual Teams: What do emergent leaders do? 14, pp.27-58.
• Referans28 Zhang, S. and Fjermestad, J., 2006. Bridging the gap between traditional leadership theories and virtual team leadership. International Journal of Technology, Policy and Management, 6(3), p.274- 2