Abstract
Leading global teams has become a critical factor for success in today’s workplaces. These teams, which are often virtual, are characterized by their diversity, digital nature and dispersion. Compared to co-located teamwork, global teamwork presents many additional job demands and resources that team leaders need to take into consideration. This chapter introduces the specific characteristics of global teams that are likely to affect members’ work engagement and performance. Therefore, the ability to engage others in global collaboration is a fundamental leadership competency. This chapter also presents concrete measures and tools for leading global teams. They include, for example, the strategic use of communication media, the creation of psychological safety and trust between team members and the use of inclusive language. In this way, global teamwork can be turned into an opportunity for learning and innovation rather than a source of friction and conflict.
| Original language | English |
|---|---|
| Title of host publication | Global Leadership Practices |
| Subtitle of host publication | Competencies for Navigating in a Complex World |
| Editors | Bettina Gehrke, Marie-Thérèse Claes, Daniela Pauknerová, Ina Aust, Roger-Matthew Bell Lambert |
| Publisher | Edward Elgar |
| Pages | 48-68 |
| Number of pages | 21 |
| Edition | 2 |
| ISBN (Electronic) | 978-1-0353-0808-8 |
| ISBN (Print) | 978-1-0353-0807-1 |
| DOIs | |
| Publication status | Published - 23 Apr 2024 |
| MoE publication type | A3 Book section, Chapters in research books |