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Study from Com Team: Leading virtually still lacks broad acceptance in Germany, Austria and Switzerland. While most managers and staff accept cost reduction as a major benefit, the "always on" consequence and increased pressure result in a negative assessment.

The next evolution of leadership, the next big idea, will be leading with an in-depth understanding of states of mind

Presentation of little less than 1 hour

Exzellent slidshow. Author of my book virtual teams

Summary: "The scores of successful virtual teams the authors examined didn't have many of the psychological and practical obstacles that plagued their more traditional, face-to-face counterparts. Team members felt freer to contribute--especially outside their established areas of expertise. The fact that such groups could not assemble easily actually made their projects go faster, as people did not wait for meetings to make decisions, and individuals, in the comfort of their own offices, had full access to their files and the complementary knowledge of their local colleagues. Reaping those advantages, though, demanded shrewd management of a virtual team's work processes and social dynamics. Rather than depend on videoconferencing or e-mail, which could be unwieldy or exclusionary, successful virtual teams made extensive use of sophisticated online team rooms, where everyone could easily see the state of the work in progress, talk about the work in ongoing threaded discussions, and be reminded of decisions, rationales, and commitments. Differences were most effectively hashed out in teleconferences, which team leaders also used to foster group identity and solidarity."