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Virtual team leadership and implementation in the US Air Force

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  • Steven J. Minkin

Abstract

One approach to transformation is the use of virtual teams. This qualitative phenomenological study employed a random sampling technique of a United States Air Force (USAF) virtual team for the study's population. Interviews uncovered insights and perceptions of team members as related to the operation, leadership, and collaboration of a virtual team in the USAF. Data revealed 15 themes that may enhance virtual team operation. Virtual teams need a defined purpose and charter to maximise effectiveness. Additionally, virtual teams present unique leadership challenges including having a clearly designated leader, the leader serving as a facilitator, and choosing the appropriate leadership style. Finally, virtual teams provide an avenue to enhance collaboration, but require the proper tools to promote information sharing.

Suggested Citation

  • Steven J. Minkin, 2012. "Virtual team leadership and implementation in the US Air Force," International Journal of Networking and Virtual Organisations, Inderscience Enterprises Ltd, vol. 10(2), pages 169-186.
    • Handle: RePEc:ids:ijnvor:v:10:y:2012:i:2:p:169-186
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