Hundreds of great books have already been written about leadership in which researchers and consultants try to define the desired qualities and skills of effective and respected business leaders.
Generally speaking, the prevailing view is that a true leader is someone who inspires others to learn more, to develop, and to take responsibility for their actions and their outcomes. Given this understanding of leadership, on the one hand we have a leader who gives his colleagues a lot of freedom to work towards a common goal; and on the other hand, a team that is able and willing to take advantage of these opportunities. Therefore, it makes sense to describe the leader as a person who sees the team's potential and the opportunities in its field of work. He is not at the forefront, but provides discreet support - and only intervenes in specific instances.
In the case of virtual teams, this is the only effective way to achieve success. When a team is dispersed, excessive control will most likely be ineffective and will certainly be demotivating. During our workshops and coaching sessions, we share our knowledge about a leadership model that is particularly effective in the case of virtual teams. This model describes the leader not through his qualities or skills, but through the roles that he should take on in relations with his colleagues.
Persistent fulfillment of all these roles will make you a true leader who provides inspiration and a high level of motivation to all despite team separation and any cultural differences.
For each of us, some of the roles come naturally and easily, while others require effort to fulfill them. Regardless of your personal experience and temperament, our coach will help you master them, so they feel natural to the leader and to the team.