Leading Virtual Project Teams: Adapting Leadership Theories and Communications Techniques to 21st Century Organizations(Best Practices in Portfolio, Program, and Project Management)

In a 1945 speech, Winston Churchill stated, "We are shaping the world faster than we can change ourselves, and we are applying to the present the habits of the past." Was Churchill predicting the future of project management? Have we changed how we communicate and lead projects? Have leadership and management theories and models evolved to keep pace with today’s business environment? Leading Virtual Project Teams: Adapting Leadership Theories and Communications Techniques to 21st Century Organizations addresses the challenges the virtual project management environment poses to traditional methods of leadership and communication. It introduces new approaches for adapting existing leadership theories to e-leadership as well as progressive tools and techniques to improve virtual project communications. The book begins by examining the factors affecting the movement from traditional work environments to virtual organizations. It considers the challenges of leading multicultural, global organizations and reviews what e-leadership means. Illustrating the application of both traditional and new leadership models and theories to virtual project management, the book includes best practices for: Managing and motivating the multicultural team Communicating in a distributed work environment Avoiding social isolation Cyber-bullying in the virtual environment and e-ethics Cultural management issues Explaining how traditional leadership theories and models can be applied to contemporary projects, the book details methods virtual project managers can use to enhance virtual communications. The final chapter describes the e-leadership skills and competencies project managers will need to ensure sustainable success in today’s competitive business environment. This book provides the virtual project manager with the tools and techniques to improve e-leadership and communications. Complete with case studies that illustrate real-world applications to the virtual challenges presented in each chapter, the book is a suitable text for educational institutions looking to increase understanding of project management leadership and communications outside the traditional project environment.

Table of Contents:
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

About the Author :
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.