Virtual Leadership: Learning to Lead Differently
`Virtual working' is nothing new. For at least two decades people have been working together virtually, their interactions enabled and mediated by communication technology. Yet, for many, virtual working remains an unsatisfactory practice, considered as second class and something undertaken only when travel is impractical. One of the main reasons for this is that the leadership aspects of the activity have been underestimated, if not completely ignored. People tend to speak about managing virtual teams, and focus on the tasks at hand and the things to do and not do. But leading virtually represents a new discipline, different from traditional leadership, which needs to be recognised as such and learnt. By learning to lead virtually, people become better leaders in all circumstances.
In `Virtual Leadership: learning to lead differently' Ghislaine Caulat summarises what it takes to lead effectively in the virtual space. She explains how learning to become an effective virtual leader requires a deeper level of reflection. It requires people to question key aspects such as their own sense of identity as leaders, relationships, trust and power.
Based on her consultancy work with leaders and her research, Ghislaine offers eight
Invitations' to guide those who want to improve their effectiveness asvirtual leaders'. She is convinced that organisations with virtual leadership capabilities will achieve a considerable competitive advantage, and not just because of substantial savings in terms of costs, time and carbon footprint. They will also become faster at developing and implementing strategies and at cultivating learning and change globally.
Publication date: 2012
OPAC reference: KOHA-OAI-BCP:7986