Impactful Leadership Traits of Virtual Leaders in Higher Education

Abstract

Universities are increasingly leveraging virtual teams into their organizational structure and strategic framework for many functions including academic administration and faculty leadership. One benefit of a virtual workforce is the ability to hire the most qualified individuals regardless of where they are physically located. As the virtual workforce expands, leaders may intuitively rely on traditional face-to-face approaches and strategies for employee oversight and motivation. These techniques may be ineffective or challenging to use in the virtual environment necessitating new approaches. Leaders of virtual teams need to understand the intricacies associated with these groups and be cognizant of factors that assist in creating cohesiveness, trust, and communication amongst virtual teams.This qualitative phenomenological study explores leaders' perceptions surrounding competencies needed to effectively lead virtual teams in online education. A decisive sampling method was used to identify 10 experienced academic leaders who supervise virtual teams. As a result of the interviews, seven major themes emerged: (a) training and development; (b) trust; (c) emotional intelligence; (d) communication/team building/technology; (e) employee recognition and motivation; (f) leadership styles; and (g) virtual leadership competencies unique to higher education. Based on these themes and further evaluation, the need for specific soft skills and robust technology emerged. Specifically, organizational success partially hinges on comprehensive training for virtual leaders, the significance of trust, emotional intelligence, and effective, respectful communication.

Examining the role of emotional intelligence as a moderator for virtual communication and decision making effectiveness during the COVID-19 crisis: revisiting task technology fit theory

“…In this study, EI amplifies the relationship between VC and DM. Similar findings by Alward and Phelps ( 2019 ) emphasizes the importance of EI in the effectiveness of virtual teams. The positive influence of EI dimensions while addressing the challenges of the virtual project team is reported by Nauman et al ( 2006 ), thereby corroborates the current research results.…”

“…A qualitative phenomenological study identifies EI as one of the major themes on VC effectiveness. (Alward & Phelps, 2019 ). Blended learning that heavily depends on virtual teaching/learning makes use of the EI of tutors.…”

“…Management of virtual team members necessitates the use of a different set of protocols and practices for technology adoption, building trust and team motivation for greater effectiveness (Rezgui, 2007 ). The importance of Emotional intelligence (EI) on effective Virtual communication (VC) is found in the recent research literature (Alward & Phelps, 2019 ; Barbara, 2018 ; Cole et al, 2015 ). This paper aims to establish a relationship between ‘EI and the effectiveness of VC in Decision making (DM)’.…”

“…EI is found to advantageous for entrepreneurial success also (Karia, 2021 ). In a qualitative phenomenological study to explore the effectiveness of virtual teams, major themes emerged were EI, virtual leadership competencies, and communication (Alward & Phelps, 2019 ). A major body of research in VC has been conducted in the E-learning context, like benefits of E-learning over time tested conventional learning mode (Xu & Jaggars, 2016 ; Zhang & Nunamaker, 2003 ; Lu et al, 2003 ).…”

Elements for Academic Leadership in a Virtual Space

“…Though the goals of academic leaders should remain the same, the means by which to achieve them must be conducive to the virtual environment (Makina, 2016). Without strategies to carry out leadership goals, virtual faculty teams can become unproductive and feel isolated, which can lead to attrition (Alward & Phelps, 2019;Thaly & Sinha, 2013). Ehlers (2020) distinguishes between digital leadership and leadership in the digital age, and most leadership approaches in today's higher education environments reflect leadership in the digital age more closely than digital leadership.…”