Phillip L. Hunsaker

Virtual teams: a leader's guide

Purpose – The purpose of this article is to provide guidelines to help leaders understand and lead virtual teams.Design/methodology/approach – This paper discusses the importance and implementation of effective leadership for virtual teams. It begins with a review of conventional versus virtual teams, and then describes the two primary leadership functions in virtual teams – performance management and team development. Following the discussion of the development and function of new teams, the article then provides a detailed guide for the leadership of virtual teams over the life of a project. These guidelines follow the four stages of a project timeline: Pre‐Project, Project Initiation, Midstream, and Wrap‐Up.Practical implications – Following guidelines and understanding the differences between conventional and virtual leadership will enable managers to become effective virtual team leaders.Originality/value – The paper shows how, in the context of increasing globalization and technology, leaders can ma...

Increasing Student-Learning Team Effectiveness With Team Charters

Because teams are a ubiquitous part of most organizations today, it is common for business educators to use team assignments to help students experientially learn about course concepts and team process. Unfortunately, students frequently experience a number of problems during team assignments. The authors describe the results of their research and efforts to enhance student team effectiveness by providing a team charter assignment and coaching students about its implementation. Descriptions of the team charter assignment, its components, theoretical foundations, effectiveness, and ideas for future developments are provided.

Learning to Manage Intergroup Dynamics in Changing Task Environments: An Experiential Exercise.

This article describes an exercise that allows participants to experience the challenges of managing intergroup behavior as an organization’s task environment grows and becomes more complex. The article begins with a brief review of models and concepts relating to intergroup dynamics, intergroup conflict, and interventions for effectively managing intergroup relations. Then directions for preparing and conducting the exercise are explained, followed by suggestions for maximizing learning potential during the debriefing and applying new insights to back-home organizations.

Learning Negotiation Skills through Simulation.

This paper describes a simulation exercise that enables participants to assess and improve their negotiation skills. The simulation exercise provides a vehicle where prospective negotiators can learn specific skills in a safe environment and be provided with performance feedback.

DECISION STYLE, INCONGRUITY PREFERENCE AND LEADERSHIP STYLE

Comparisons of scores for 215 management students on the Least Preferred Co-worker Scale, the Driver Decision Style Exercise, and the General Incongruity Adaptation Level Self-description Test showed that decision style was positively related to incongruity preference, but neither of these measures was related to leadership style.

Current Developments in Leadership Training Simulations

Three behavioral simulations have been developed to aid in the training and evaluation of ROTC cadets and OCS candidates in the area of leadership effectiveness. This paper summarizes the nature, applications, and results of this program over the last three years and previews future directions. Examples of techniques for data collection, anticipated problem areas, and relevant research paradigms are provided.