A call to action for virtual team leaders: practitioner perspectives on trust, conflict and the need for organizational support

Abstract

The purpose of this study is to investigate the leadership behaviors of managers of virtual teams (VTs), particularly in the areas of trust building and conflict management. This study aims to expand the research of VT performance by offering first-person accounts from VT leaders on the strategies implemented to drive VT performance.,This study used a grounded theory approach to examine the leadership behaviors through in-depth interviews with eight field managers of VTs employed by different technology companies. Interview questions focused on trust-building and conflict management techniques. This structured qualitative study incorporates elements of narrative inquiry interwoven in the findings.,Building a high-trust environment was found to be critical to VT performance. VT managers indicated that effective conflict resolution skills were also important.,Although the sample size is within the suggested range for a valid phenomenological study, the results may lack generalizability. Participants were limited to the technology industry; leaders of high-performing VTs in other industries could offer differing results.,This study’s contribution is the exploration and identification of innovative techniques that VT managers implemented to build trust and resolve conflict. A lack of holistic training programs for the VT leader is also considered along with suggestions for future research and implications for the VT managers.,This study’s contribution is the exploration and identification of innovative techniques that VT managers implemented that drive VT performance, particularly related to building high levels of trust and managing conflict effectively. Practices are suggested whereby both the VT leader and the organization take an active role in ensuring that the VT has the opportunity to perform optimally.