manager credibility

Subject: manager credibility
From: Edwin Dahlquist <Edwin -dot- Dahlquist -at- asu -dot- edu>
To: "TECHWR-L" <techwr-l -at- lists -dot- raycomm -dot- com>
Date: Sun, 28 Mar 2004 10:33:48 -0700 (MST)

In your opinion, what factors would establish, maintain, or diminish the
credicility of a manager in a virtual team environment? What factors would
motivate you to "do your best to accomplish tasks"? Specifically, while
emergent leadership and willingness to communicate are strong factors in co-
located teams (the one who talks most and talks loudest usually becomes the de
facto "leader"), they are much less so in virtual teams. I would appreciate
your opinions on the matter.

I think that the overwhelming majority of current managers are incompetent to
manage virtual teams, that an entirely different skill set is necessary,
particularly with a highly skilled workforce, and that the reliance
on "mandated by the powers from above" managerial techniques diminishes both
the interest in, and capacity to, learn new methods of management appropriate
to a virtual environment. That is detrimental to the organization, to the
managers, and to the team members.

This is 2004, and a highly competitive global economy. Managerial "techniques"
based on the premise that "you have to do what I tell you to do because I'm the
mommy" are as obsolete as "my way or the highway." Pushing and leading are
fundamentally different activities, and the majority of managers seem stuck on
the idea of authoritarian techniques; specifically, those managers are
incompetent to manage virtual teams of highly skilled individuals in
geographically dispersed locations.


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