Virtual Leadership
Virtual Leadership and Technological Competence: New Directions of Organizational Dynamics
Paul Hayes JR.
Indiana Institute of Technology
OLM 7004
The intent of this paper is to demonstrate the dimension of technological competence plays in enabling more effective virtual leadership and producing a more innovative organization. For the purposes of this paper the researcher will define technological competence (Acur, Kandemir, de Weerd-Nederhof, & Song, 2010) as the phenomenon of individuals members of an organization becoming familiar with computer and internet-based technologies in a way that will allow them to meet in virtual collaboration environments with presence using internet-based, software computer platforms and software-as-a-service (SaaS) communications technologies. This paper will cover technological changes due to globalization, virtual leadership through use of the internet, the need for technological leaders to effectively change traditional organizational dynamics, and describe effective practices of virtual leaders.
As the world remains in an unstable geopolitical balance due to the 2008 financial crisis the fate of all business is interlocked from coast to coast and border to border. During times of crisis strong leaders rise to make necessary changes, overhaul systems, and provide much needed innovative practice to avoid past failure. The 2008 financial crisis demonstrates just how interwoven the world’s economies have become. There is not much indication that it will change anytime soon (Emmott, 2008; Epstein & Meredith, 2010). However, it is evident that research declares that the face of business is still changing as technology changes (White & Rosimilia, 2010).
IBM has been a leader in utilizing multinational corporations and seems to be in touch with future economic conditions as they are being defined by a global economy. Geert Hofstede (Hofstede, 2011), while working for IBM, formulated a paradigm
Paul Hayes JR.
Indiana Institute of Technology
OLM 7004
The intent of this paper is to demonstrate the dimension of technological competence plays in enabling more effective virtual leadership and producing a more innovative organization. For the purposes of this paper the researcher will define technological competence (Acur, Kandemir, de Weerd-Nederhof, & Song, 2010) as the phenomenon of individuals members of an organization becoming familiar with computer and internet-based technologies in a way that will allow them to meet in virtual collaboration environments with presence using internet-based, software computer platforms and software-as-a-service (SaaS) communications technologies. This paper will cover technological changes due to globalization, virtual leadership through use of the internet, the need for technological leaders to effectively change traditional organizational dynamics, and describe effective practices of virtual leaders.
As the world remains in an unstable geopolitical balance due to the 2008 financial crisis the fate of all business is interlocked from coast to coast and border to border. During times of crisis strong leaders rise to make necessary changes, overhaul systems, and provide much needed innovative practice to avoid past failure. The 2008 financial crisis demonstrates just how interwoven the world’s economies have become. There is not much indication that it will change anytime soon (Emmott, 2008; Epstein & Meredith, 2010). However, it is evident that research declares that the face of business is still changing as technology changes (White & Rosimilia, 2010).
IBM has been a leader in utilizing multinational corporations and seems to be in touch with future economic conditions as they are being defined by a global economy. Geert Hofstede (Hofstede, 2011), while working for IBM, formulated a paradigm