| Because of globalization and increased competition, organizational leaders have turned to virtual teams to increase efficiency and to resolve problems. The problem addressed in the qualitative, phenomenological study was the lack of knowledge concerning common character traits of selfmanaged virtual team members. The study involved an attempt to understand the common characteristics of virtual teams to gain more insight into the type of attributes leaders should seek while staffing teams and what type of leadership strategies should be used to guide the groups. The research questions were designed to understand the common characteristics of self-managed virtual team members, how the characteristics differed from traditional face-to-face teams, and which managerial styles were most appropriate for virtual teams. Data were obtained from 31 virtual team members using surveys and were guided by Moustakas' modified Van Kaam method of analysis, to understand the perceptions and experiences of participants. Theories of transformational leadership and emotional intelligence comprised the conceptual framework. The results showed virtual team members were self-motivated, required limited oversight, possessed superior communication skills, and were subject matter experts in their field. The results indicated leaders should use a hybrid management approach that uses transformational principles and incorporates rewards and incentives based upon group performance metrics. Leaders should establish foundations and objectives at the beginning of the project, avoid micromanagement, and use empowerment and autonomy to motivate employees. The study might impact social change if leaders improve virtual teams, which can allow more employees to work remotely, reduce the need for office space and facilities expenses, and reduce the environmental footprint of organizations. |
