Leadership in multicultural virtual team environment
Salla, Maarit (2013)
Salla, Maarit
HAAGA-HELIA ammattikorkeakoulu
2013
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2013121821744
https://urn.fi/URN:NBN:fi:amk-2013121821744
Tiivistelmä
This thesis is about leadership in multicultural virtual team environment. The main purpose of the study was to identify the benefits and challenges of multicultural virtual teams and to give suggestions how to overcome them.
The theory framework is about fundamental elements within the three key areas of the study: leadership, virtual teams and multicultural issues. The empirical study was conducted through an online survey with quantitative questions supported by few qualitative questions.
The invitation to the survey was sent out to 47 professionals working in multicultural virtual teams in different industries, companies and countries. The final sample consisted of a total of 22 responses giving a total of 49% in response rate. The results were analyzed with the help of standard reports from the Webropol survey system. The results are focusing in the results of the whole sample but some cross tabulation between team members versus team leaders and members of permanent virtual teams versus project teams is also done. The results are presented both as percentages and as average figures.
According to the study the biggest challenges in multicultural virtual teams are in communication, misunderstandings due to cultural and language barriers, spatial space between the team members, lack of understanding their current priorities and meeting practices.
The thesis suggests the team to agree on rules on meeting practices and communication. Cultural differences should be taken into account in team building and managing expectations which vary widely among the team. It is important for the leader to catch these and align them with the team’s vision and mission.
The theory framework is about fundamental elements within the three key areas of the study: leadership, virtual teams and multicultural issues. The empirical study was conducted through an online survey with quantitative questions supported by few qualitative questions.
The invitation to the survey was sent out to 47 professionals working in multicultural virtual teams in different industries, companies and countries. The final sample consisted of a total of 22 responses giving a total of 49% in response rate. The results were analyzed with the help of standard reports from the Webropol survey system. The results are focusing in the results of the whole sample but some cross tabulation between team members versus team leaders and members of permanent virtual teams versus project teams is also done. The results are presented both as percentages and as average figures.
According to the study the biggest challenges in multicultural virtual teams are in communication, misunderstandings due to cultural and language barriers, spatial space between the team members, lack of understanding their current priorities and meeting practices.
The thesis suggests the team to agree on rules on meeting practices and communication. Cultural differences should be taken into account in team building and managing expectations which vary widely among the team. It is important for the leader to catch these and align them with the team’s vision and mission.