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Figure 4. Velpic’s Knowledge Sharing Benefits. Benefits from knowledge sharing positively influenced virtual closeness among global virtual team members and leaders based on application and practices within the field.  

Original Post: November 28, 2017 – 9:47 am

Updated: March 18, 2020 - 9:03pm

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Introduction to the Just the Two of Us (JTU) Global Leadership Blog

Global virtual teams (GVTs), global project teams (GPTs), and virtual teams (VTs) all rely on inter-team relational bonds to be productive (Zakaria, Amelinckx, & Wilemon, 2004).  A GVT leader creates an environment that allows the team to reach common goals including timely completion of group projects, and work production that features the strengths of individuals on the team (Manole, 2014).  As a team, Just the Two of Us (JTU) aims to describe and/or demonstrate how virtual closeness can enhance team dynamics that influence productivity and success in reaching GVT goals (Hildebrandt, Jehle, Meister, & Skoruppa, 2013). Thus, the information from the leadership blog will assist leaders who have geographically dispersed teams that experience physical isolation, which creates a lack of virtual closeness.  

The JTU global leadership blog seeks to increase the awareness and importance of virtual closeness as a particularly effective way to increase overall performance of a GVT (Hildebrandt et al., 2013).  An additional goal of the global leadership blog is to feature aspects of virtual closeness and how that dynamic affects GVTs.  The content following this introduction addresses the preferred platform for the JTU global leadership blog in terms of the practical and research problems, the research question and significance followed by the trends and gaps, and the argument of virtual closeness in GVT leadership research.

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What’s the Impact of this Global Leadership Blog?

The impact from Just the Two of Us Global Leadership blog include ways to strategize team cohesion, with the collaborative nature of a “Purple Space” environment (Hildebrandt et al., 2013).  GVT member-leaders will learn the benefits of blending many geographically diverse groups into one blended group that leverages the individual strengths of each team member, as well as creates a new, hybrid set of strengths demonstrated by the combination of many groups. Another example of the influence of the JTU leadership blog is the intermingling of diverse outlooks to increase the overall performance of the resultant team.

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Shifting isolated knowledge with innovative followership requires building qualities in judgment, work ethic, competence, honesty, courage, discretion, loyalty, and ego management. Strengthening innovative followership is “the ability to take direction well, to get in line behind a program, to be part of a team and to deliver on what is expected of you” (McCallum, 2013). Thus, relating to teammates as equals, as well as building a deeper rapport with customers, markets, and economies by giving recognition to the seamless information available around the world can enhance the global mind-set and broaden virtual closeness among GVT members. This understanding allows GVT member-leaders to recognize how others view information in an inclusive language approach that builds a sense of "nurturing values," and produces a positive image (Gupta, 2017; McGuire, Garavan, Cunningham, & Duffy, 2016). Therefore, GVT member leaders require a multidimensional leadership style and management practices that sustain commitment and motivation.  

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Intercultural Management -  an interdisciplinary human resources field concerned with facilitating communication, management and effective interaction of personnel and customers across borders (Transcultural Synergy, n.d.), i.e., GVT member-leaders must learn to manage dispersed teams of individuals from  different areas of business expertise and cultural backgrounds. Therefore, intercultural management:  • Builds a new culture on the basis of existing differences • Leads to adequate solutions for dealing with international competition and pace • Is focused on the organisational level • Learns to balance global and local needs • Learns to link cultural differences to international strategy (Desai, 2009).

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GVT member leaders require the gift of connecting to the beyond (i.e., past consciousness and ego into the vastness of creative wisdom) and into self-discovery free from cultural and principle dependencies (Makarius & Larson, 2017) to better recognize, direct, and maintain cognitive resources in a global virtual work environment. Thus, intercultural, multicultural, cross-cultural, virtual teams and global virtual teams require living or live interactions that cover a broad range of intelligences that are both emic (specific) and etic (universal) to produce human growth (Earley & Ang, 2003; Zohar, 1997). These often cover or include competencies such as: knowledge, traits and values, which encompass behaviors and skills in self-leadership (Jokinen, 2005).