Journal article
Why Leaders Resist Empowering Virtual Teams
MIT Sloan management review, v 63(2), pp 78-84
Winter 2022
Abstract
Leaders who resist empowering virtual teams in remote work settings often do so due to problems with motivation, a perceived loss of control, and concerns about risk. These leaders may feel less motivated to lead and invest in their teams, especially when communication is poor and they feel isolated. They may also fear losing control and worry about the risks associated with empowering others. To address these issues, organizations can reframe leaders' motives by facilitating stronger connections among team members and using tech-based communication tools. They can also boost leaders' sense of control by providing support and training for managing technology and creating opportunities for regular check-ins and information sharing. Additionally, organizations can make empowerment feel less risky by promoting work-life balance, encouraging delegation through buddy systems and volunteerism, and establishing meeting-free days. By addressing these concerns and providing support, organizations can help remote leaders overcome their resistance to empowering virtual teams.
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Details
- Title
- Why Leaders Resist Empowering Virtual Teams
- Creators
- Payal N. Sharma - Lee Business School, University of Nevada, Las Vegas, United StatesLauren D'Innocenzo - Drexel University, ManagementBradley L. Kirkman - North Carolina State University, United States
- Publication Details
- MIT Sloan management review, v 63(2), pp 78-84
- Publisher
- MIT
- Number of pages
- 7
- Resource Type
- Journal article
- Language
- English
- Academic Unit
- Management
- Scopus ID
- 2-s2.0-85167438005
- Other Identifier
- 991021860731004721
InCites Highlights
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- Collaboration types
- Domestic collaboration
- Web of Science research areas
- Business
- Management