Virtual Leadership
Virtual Leadership
Webster University
HRDV 5610
Abstract
Virtual leadership and the use of virtual teams has been around for approximately one decade. The advancement of technology, the decline of the business economy, and the urgency to attract and retain knowledgeable human resources with the retirement of the Baby Boomers are reasons multiple organizations now employ a virtual workforce. This paper will look at the competencies and skills necessary to be a successful virtual leader and virtual team member, and state why the future of a virtual workforce is here to stay.
Due to the economic environment in the last five years, and the continuous development of technology, organizations have been forced to develop new ways to incentive their employees to stay with their organization. One of the main recruiting and retention tools developed was the flexible workforce. A flexible workforce can include employees who work from home on a regular basis (telecommuters), employees who work from home occasionally, or employees who work from other locations. Not only is flexible work attractive to many individuals, but it also can save an organization thousands of dollars each year. Some of the benefits of a flexible workforce for the organization include a larger applicant pool, fewer resources spent on building maintenance and office equipment, fewer distractions for the employees during their workday (since some are choosing their schedules), happier employees, and reduced turnover.
With technology developing in ways that allows us to easily connect with one another, and businesses beginning to return from the financial crisis in 2008, organizations are expanding their markets. For the majority of industries and businesses, today’s market is global. Global markets require global businesses to develop global workforce teams. The use of global or virtual teams has been common for more than a decade. Virtual
Webster University
HRDV 5610
Abstract
Virtual leadership and the use of virtual teams has been around for approximately one decade. The advancement of technology, the decline of the business economy, and the urgency to attract and retain knowledgeable human resources with the retirement of the Baby Boomers are reasons multiple organizations now employ a virtual workforce. This paper will look at the competencies and skills necessary to be a successful virtual leader and virtual team member, and state why the future of a virtual workforce is here to stay.
Due to the economic environment in the last five years, and the continuous development of technology, organizations have been forced to develop new ways to incentive their employees to stay with their organization. One of the main recruiting and retention tools developed was the flexible workforce. A flexible workforce can include employees who work from home on a regular basis (telecommuters), employees who work from home occasionally, or employees who work from other locations. Not only is flexible work attractive to many individuals, but it also can save an organization thousands of dollars each year. Some of the benefits of a flexible workforce for the organization include a larger applicant pool, fewer resources spent on building maintenance and office equipment, fewer distractions for the employees during their workday (since some are choosing their schedules), happier employees, and reduced turnover.
With technology developing in ways that allows us to easily connect with one another, and businesses beginning to return from the financial crisis in 2008, organizations are expanding their markets. For the majority of industries and businesses, today’s market is global. Global markets require global businesses to develop global workforce teams. The use of global or virtual teams has been common for more than a decade. Virtual
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