Overview
Virtual Terminology
Factors Affecting the Movement from Traditional Work Environments
to Virtual Organizations
Challenges of Leading in Virtual Organizations
Looking Ahead: The Application of Traditional Leadership Models and
Theories to Virtual Project Management
References
e-Leadership for
Projects
Introduction
Defining e-Leadership
Application of Traditional Leadership Models and Theories to
Virtual Project Management
Control-Related Leadership
Leadership through Empowerment
Transformational and Transactional
Leadership Styles
Contingency School of Leadership
Situational Leadership Styles
Decision Tree Approach
Agile Project Management
Servant Leadership and Grateful
Leadership
Models of Team Development
The ARCS Model
Entrepreneurial Leadership
Extreme Agility
Negative e-Leadership Approaches
Authoritarian Leadership Style
Laissez-Faire Leadership
Leader–Member Exchange Theory
Moving toward Multiple e-Leadership Styles
Benefits of Multiple Leadership Styles in
Virtual Projects
Looking Ahead: Current Approaches to Virtual Communications
Food for Thought
References
Notes
Case Study References
Enhancing Virtual Project
Communications
Understanding Project Communications
e-Leadership for Virtual Project
Communications
Planning for Project Communications
Communications Plan
Various Approaches to Virtual Communication
Different Methods
Tools and Techniques to Enhance
Communications for Virtual Organizations
Communications Technology
Virtual
Etiquette
Sharing
Knowledge
Communicating in a Nonverbal World
Best Practice Approaches
Face-to-Face
Communications
Teleconferences and Telephone Calls
Collaboration Tools
Using Multiple Leadership Styles to Communicate to Distributed
Teams
Situational Communication Styles
Servant Leadership Communication
Communication with Empowerment
Entrepreneurial Leadership Communication
Skills
Looking Ahead: Cultural Communication Issues and Effective
e-Leadership
Food for Thought
References
Notes
Case Study Reference
Cultural Communication Issues and Effective
e-Leadership
Understanding Culture
Primary Dimensions of Culture
Individualistic versus Collectivistic
Cultures
Low-Context versus High-Context
Cultures
Low-Power Distance versus High-Power
Distance Cultures
Masculine versus Feminine Cultures
Monochronic versus Polychronic
Cultures
Low Uncertainty Avoidance versus High
Uncertainty Avoidance Cultures
Cultures within the Organization
Organizational Culture
Team Culture
Boundary Crossing
Project Management Cultures
Culture of the Virtual Nomad
Integrating Organizational and National Cultures
Integrating Cultures
Leading the Integrated Culture
Globalization and Communications
Barriers to Globalization
Communicating across Cultures
Cultural Fluency
Use of Language and Words
Communicating across Time Zones
Deadlines and Urgency Issues
Age Discrimination as Cultural
Awareness
Religious Considerations in the
Multicultural Team
Second Language Concerns
Flexibility in Communicating with Multicultural Teams
Looking Ahead: e-Leadership Competencies
References
Case Study Reference
Notes
Virtual Project Leadership
Competencies
Competencies in Project Management
Virtual Project Management
Competencies
Competencies for Leading Virtual Projects
Focusing on the Vision of the Project
Clarity of Virtual Structure and
Processes
Team
Charter
Code of
Conduct
Monitoring and Controlling the Virtual
Project
Project Meetings
Status Reporting and Accountability
Managing the Virtual Team
Building Team Cohesiveness Virtually
Motivating the Virtual Team
Types of
Motivators
Retention
Empowering the Team
Relationship Building and Trust
Managing Social Isolation
Politics and Cyberbullying in the Virtual
Environment
Indicators of Inappropriate Virtual Team
Member "Fit"
e-Ethics
References
Notes
Index
Margaret R. Lee, PhD, PMP®, has a doctorate in organization and
management/project management from Capella University and is
principal for LEE Consultants. Lee’s consulting practice assists
educational facilities in strategically planning virtual project
management and e-leadership development curricula and also provides
basic project management training and consultation for small
businesses to international corporations.
LEE Consultants is a Registered Education Provider (REP) for the
Project Management Institute (PMI). Lee’s professional experience
includes corporate trainer, instructional designer, and project
manager. She currently teaches at Blackburn College in Carlinville,
Illinois, and Benedictine University in Springfield, Illinois. She
also teaches online for Florida Institute of Technology and the
University of Northwestern Ohio and is a frequent guest presenter
at the University of Wisconsin–Madison Fluno Center for Executive
Education and for Project Management Institute chapters throughout
the United States.
Lee is a referee for the International Journal of Project
Management, is on the editorial review board for the International
Journal of Mentoring and Coaching in Education, and was a reviewer
for the 2012 PMI’s Research & Education Conference. An active
member of the PMI Central Illinois chapter, she is a facilitator
for their Springfield, Illinois, division’s PMP Exam Review Course
Certification Training. Her recent presentations include "Using
Discussion Forum Rubrics as a Teaching Strategy to Enhance
Collaborative Learning in Online Courses" at the Association for
the Advancement of Computing in Education (ACCE) World Conference
on Educational Media and Technology; "Stakeholder Management" for
the University of Wisconsin–Madison School of Business Fluno Center
for Executive Education; and "Moving beyond the Ordinary Project
Management Curriculum at the Graduate Level" as a panel symposium
member at the PMI’s Research and Education Conference.
Lee’s articles can be found in the Journal of Project, Program and
Portfolio Management, Special Issue: Project Management Education
in the Online World; Roadmap—Project Portfolio Management in
Project Management Consulting Journeys, Destinations, and the Best
Paths to Take; Training and Management Development Methods;
International Journal of Project Management; and International
Journal of Aging and Development: A Journal of Psychosocial
Gerontology. She has published chapters in the following texts:
Project Management; Public Leadership; and Encyclopedia of
E-Business Development and Management in the Digital Economy,
Volume II.
The Project Management Professional® (PMP®) designation is a
registered trademark of the Project Management Institute, Inc.
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