Riassunto analitico
Over the past several decades, there has been an explosive growth in organizations' use of virtual teams. Already during the 2017, a survey of 1372 business respondents from 80 countries, found that 85% of the respondents worked on virtual teams, and 48% reported that over half their virtual team members were members of other cultures. This trend is expected to continue also in future. The reasons why this organizational form has growth so deeply include many factors such as: globalization, distributed expertise, organizations' need for rapid product development and innovation and improved networking and collaboration technologies This tendency brought interesting opportunities, but also important challenges for traditional organization systems and the today’s pandemic has additionally boosted the phenomenon: What was a choice in the past, nowadays it becomes a must. For these reasons over this topic many researchers conducted countless papers, however, even if several works focused on the characteristic of virtual teams, less attention was given to the leadership practices.
In particular, scholars are still arguing about which is the most effective organizational forms for managing virtual teams. Several scholars support a model based on a strong leadership, that controls and motivates the workforce, on the other hand, more recent studies propose a model based on the shared leadership, in which employees are involved in the decision process. In this unclear situation, my contribution want to be a support for those leaders which want to unleashed the full potential form their virtual teams, and by considering the extraordinary period post-pandemic in which we are living, this is much needed as never before.
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