Leading the Dispersed Workforce

This review explains the concept of virtual distance and its increasing usage in the research and development field. Virtual distance occurs when individuals work together and communicate primarily through electronic media. After five years of research, results show that virtual distance is not about geographic distance alone. Instead, it has three major components: physical distance involving differences in space, time, and environment; operational distance including the psychological gaps that arise from day-to-day problems in the workplace; and affinity distance embodying the emotional disconnects among virtual team members who have no relationship with one another. The review also discusses that Techno- dexterity, boundary breaking, globalization, and authenticity are four key competencies effective leaders use to manage virtual distance. It also illustrates the concept of coactivating leaders, which emphasize not only global experience but also the ability to bond with and understand diverse cultures. They also use both forward and reverse mentoring to both teach and learn from their employees.