Virtual Team: Bridging the Gap between Professional Wisdom and Scientific Insights

Virtual Teams, Work Designs & Leadership
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Virtual Teams, Work Designs & Leadership
Virtual Team Gaping Between Professional Wisdom and Scientific Insights
Virtual teams are an emerging phenomenon in the modern epoch. Organizations embrace virtual environments progressively to conduct routine activities from remote areas and generate results for long-term success. Virtual teams are a source of bridging gaps between professional wisdom and scientific insights. Buisine and Geugan (2019) investigated the efforts made by the virtual teams to bridge gaps through creativity and virtual tools.
According to the research, professional wisdom in virtual teams refers to creativity. For instance, avatars are one of the prompt exhibitions of professional wisdom or creativity exhibited by virtual teams. Teams would avoid following conventional practices to visit workplaces on specific schedules and carrying different tools. Instead, virtual teams would use avatars for identification while interacting or working from a remote environment. Avatars would give different virtual environment cues to influence team members’ cognitive processes and learning outcomes using different tools (Buisine & Geugan, 2019).
Based on professional wisdom or creativity, the virtual teams would bridge gaps in scientific insights by changing the behaviors. Explained through the Proteus effect framework, the authors argued that the individuals would use creativity to form self-perception and develop attitudes driven by scientific processes. Avatars would further use self-perception to align identity cues to justify the scientific processes through the Proteus effect (Buisine & Geugan, 2019). The overall analysis suggests that virtual teams use creativity as professional wisdom to address and connect with scientific insights while working from remote areas. Virtual teams are emerging globally based on the paradigm shifts incurred in the business environment. Today, management and progressive leaders use virtual teams to accomplish long-term goals and integrate creativity for scientific outcomes.
Options for Work Design, Leadership, and Creativity
Nemiro (n.d.) discussed the options for work designs, leadership, and creativity of virtual teams. The virtual teams have three options for work designs: the ‘wheel,’ the ‘modular,’ and the ‘iterative.’ The wheel approach is a classic communication process in the work design. The team leader would communicate with the virtual team members in 360-degree to deliver objectives and track progress. The modular approach is a frequently used option for virtual teams. Team members share responsibilities based on their expertise and experiences. Lastly, the iterative work design is a feedback approach. Virtual team members receive continuous feedback from each individual until results are finalized for a project. The companies that seek continuous improvement in virtual team performances opt for the iterative design. (Nemiro, n.d.).
The leadership choices are distributed according to the work designs opted by the virtual teams. In the wheel design, the leader has an autocratic nature. A leader would communicate necessary information to the team members, and the team members would follow instructions provided at regular intervals to deliver results (Nemiro, n.d.). The modular design approach employs a process leader. The team members are disallowed to interact with the leader directly, maintain power distance, and communicate through supervisors. Lastly, the leader is democratic and engages team members in constant interaction through feedback. A leader would communicate with each member directly without practicing power distance to ensure continuous improvement in results (Nemiro, n.d.).
Virtual teams have three creativity options, which each work design could adapt based on ...