Leading Global Teams (eBook)

Dr. Jessica L. Wildman is an Assistant Professor in the Industrial Organizational Psychology program and the Research Director of the Institute for Cross Cultural Management at the Florida Institute of Technology. She earned her PhD in industrial/organizational psychology from the University of Central Florida in 2011 under the direction of Dr. Eduardo Salas. Since 2007, she has co-authored eleven book chapters and ten refereed journal articles and has personally presented over twenty times at professional conferences on topics including cultural competence, trust development and repair, global virtual teams, team cognition, and team effectiveness. Dr. Wildman has experience designing and managing international research as a part of a federally funded multidisciplinary university research initiative (MURI) and developing training for the calibration of trust in military swift starting action teams for a small business innovative research (SBIR) project. She was awarded the Interservice/Industry Training, Simulation, and Education Conference (I/ITSEC) doctoral scholarship in 2010 and the Interdisciplinary Network for Group Research (INGRoup) best conference poster award in 2009 for her work on measuring trust and distrust as separate attitudes. Dr. Wildman and Dr. Griffith are currently co-editing a book entitled “Leading Global Teams: Translating the Multidisciplinary Science to Practice.” Her current research interests include interpersonal trust dynamics across cultures, multicultural work performance, and global virtual team processes and performance.Dr. Richard L. Griffith is a Professor in the Industrial Organizational Psychology program and the Executive Director of The Institute for Cross Cultural Management at the Florida Institute of Technology. He is the author of over 75 publications and presentations in the area of personnel selection and is the editor and author of several books, chapters, and journals on the topic. He has conducted funded research for the Department of Defense examining the measurement and training of cross-cultural competence and the development of region specific cultural databases. Dr. Griffith provides coaching in global leadership and executive presentations, specializing in presentations conducted abroad. He is the Associate Editor of the European Journal of Psychological Assessment and the co-editor of "The Age of Internationalization" and "Leading Global Teams: Translating the Multidisciplinary Science to Practice". His work has been featured in Time magazine and The Wall Street Journal.

Contents 6
Contributors 8
About the Editors 12
About the Authors 14
Chapter 1: Leading Global Teams Means Dealing with Different 24
Chapter Previews 28
Section 1: Preparing for Global Teams 28
Section 2: Adapting Global Teams 29
Section 3: Leading Global Teams 30
Final Chapter 31
Conclusion 31
References 32
Part I: Foundations of Global Teams 34
Chapter 2: Culture, Communication, and Conflict: A Review of the Global Virtual Team Literature 35
The Increasing Importance of GVTs 36
GVTs Defined 36
Literature Review Parameters 38
A Review of the Literature 38
Culture in GVTs 39
Communication in GVTs 42
Conflict in GVTs 45
Discussion and Future Research 47
Culture 48
Communication 49
Conflict 49
Conclusion 50
References 50
Chapter 3: Project GLOBE for Scientists and Practitioners: Drawing Clarity from Controversy 55
Joining Big Values 56
About GLOBE: Theory and Method 57
Building on the Shoulders of Giants 57
Where Is the Culture? 58
Dimensionality 59
Implicit Leadership 60
Measurement Decisions: The Dimensional Project 61
Measurement Decisions: The Leadership Project 63
Sampling 63
Reducing Complexity 64
Validation 65
Validation: The Dimensional Project 65
Relationships with Other Values Measures 65
Validation: Leadership Project 68
The Controversies 69
Cultural Dimensions 69
Measuring Behaviors 69
Measuring Values 71
The Levels of Analysis Problem 72
How Many Dimensions? 72
Wealth Issues 73
National Culture Versus Organizational Culture 74
Content and Face Validity Issues 74
Leadership Qualities 75
Practitioners: What Does GLOBE Offer Leaders? 76
Which Dimensions Are Valid? 76
Parsing Implicit Leadership 77
Implicit Leadership and Cultural Dimensions 77
Implicit Leadership and Culture Clusters 79
Mining the Nonuniversals 80
Conclusion 80
Appendix: Cultural Dimension Validation 82
References 83
Chapter 4: Structuring Successful Global Virtual Teams 88
Global Teams 89
Integrated Team-Level Characteristics 91
Task Interdependence 91
Role Structure 94
Leadership Structure 96
Communication Structure 98
Physical Distribution 100
Team Lifespan 102
Summary and Conclusion 103
References 104
Part II: Adapting Global Teams 109
Chapter 5: Team Training for Global Virtual Teams: Strategies for Success 110
Problems Faced by GVTs 111
Virtuality 111
The Impact of Virtuality on GVTs 112
Communication 112
Trust 113
Cohesion 114
Team Cognition 114
Culture 114
The Impact of Culture on GVTs 115
Communication 116
Leadership 116
Conflict Management 117
Collective Identity 117
Team Training 118
What Does Team Training Target? 118
Attitudes 118
Behaviors 119
Cognitions 119
Team Training Strategies 120
Team Coordination and Adaptation Training 120
Event-Based Approach to Training 122
Cross-Training 123
Team Leadership Development Training 124
Guided Team Self-Correction 126
Recommendations for Implementing Team Training Within GVTs 127
Recommendation 1. Choose the Appropriate Team Development Strategy 129
Recommendation 2. Tailor the Strategy to be Specific for the Team Needs 129
Recommendation 3. Create a Hierarchical Structure 130
Recommendation 4. Clearly Define and Communicate Roles and Responsibilities 130
Recommendation 5. Provide Team Members with a Variety of Communication Tools 131
Recommendation 6. Overcome Psychosocial Boundaries 132
Recommendation 7. Provide Tools that Foster Longitudinal Team Development 132
Future Research 134
Practical Implications 135
Conclusion 135
References 136
Chapter 6: Developing Cross-Cultural Competencies Through Global Teams 141
Cross-Cultural Competencies Defined 142
Developing Cross-Cultural Competencies 144
Personality Characteristics to Foster the Development of ­Cross-­Cultural Competencies 144
The Developmental Properties of Cross-Cultural Experiences 146
Organizational Climate to Support the Development of Cross-­Cultural Competencies 147
Developing Cross-Cultural Competencies Through Global Teams 149
Cultural Stretch Challenges in Global Teams 149
Peer-Level Collaboration Among Global Team Members 151
Feedback and Support for Global Team Functioning 153
Recommendations 154
Conclusion 154
References 155
Chapter 7: Coaching Global Teams and Global Team Leaders 158
Overview of Coaching 160
Leader Coaching and Culture 160
Executive Coaching and Culture 163
Effective Global Teams 165
Coaching, Culture, and Effective Global Team Leadership 167
Coaching Global Teams and Team Leaders: Suggestions for Effective Coaching 175
Suggested Practices for Effective Global Coaching 177
Conclusion 180
References 181
Chapter 8: Navigating Multicultural Teams: A Road Map to Feedback Across Cultures 186
Exploring Cultural Differences: A Framework for Feedback Processes 187
The Impact of Cultural Norms on Individual Feedback Processes 190
Relationships Among People 190
Strategy 196
Relation to Broad Environment 198
The Impact of Cultural Tightness and Looseness 199
The Impact of Cultural Dimensions on Organizational Feedback Processes 201
Unfolding the Implications of Culture on Feedback Processes: A Practical Guide for Leaders 202
Conclusion 206
References 207
Part III: Leading Global Teams 210
Chapter 9: Alternate Views of Global Leadership: Applying Global Leadership Perspectives to Leading Global Teams 211
Leadership in a Global Context 212
Teams in a Global Context 214
Leading Teams in a Global Context 216
Global Leadership 216
Leadership Styles 221
Cross-Cultural Leadership 224
Conclusion 232
References 234
Chapter 10: Leadership for Global Virtual Teams: Facilitating Teamwork Processes 240
Global Virtual Teams 242
The Solution: Functional Leadership 244
Models of Team Effectiveness 244
Team Emergent States 245
Team Processes: Key Antecedents of Team Emergent States and Outcomes 246
Leadership for Global Virtual Team Processes 247
Leadership for Global Virtual Team Transition Processes 251
Leadership for Global Virtual Team Action Processes 256
Leadership for Global Virtual Team Interpersonal Processes 259
Conclusion 262
References 263
Chapter 11: Can We Count on You at a Distance? The Impact of Culture on Formation of Swift Trust Within Global Virtual Teams 268
Conceptual Framework and Definitions 270
What Is a Global Virtual Team? 271
What Is Swift Trust? 272
What Is In-Group vs. Out-Group? 272
Applying a Cross-Cultural Theoretical Framework 273
Hall (1976): Low Context vs. High Context 273
Hofstede (1980): Individualism vs. Collectivism 274
Trompenaars (1994): Neutral vs. Affective 274
The Impact of Culture on Building Swift Trust in Global Virtual Teams 275
Recommendations and Guidelines for Global Virtual Teams 278
For High Context, Collectivistic, and Affective Cultures 279
For Low Context, Individualistic, and Instrumental Cultures 280
Conclusion and Future Research Directions 280
References 281
Chapter 12: Faultline Deactivation: Dealing with Activated Faultlines and Conflicts in Global Teams 284
The Faultline Framework 286
Team Faultlines and Conflict in Global Teams 287
Faultline Deactivation in Global Teams 288
A Typology of Faultline Deactivators 289
Preventing Relationship Conflicts from Activated Faultlines 291
Preventing Task Conflicts from Activated Faultlines 295
Preventing Process Conflicts from Activated Faultlines 298
Discussion and Conclusion 300
Theoretical Implications 301
Managerial Implications 302
Future Research 303
Conclusion 304
Appendix: Measurement of Faultline Deactivators 304
References 305
Chapter 13: Global Teams in the Military 309
Defining Global Teams in the Military 311
Challenges for Leaders of Global Military Teams 312
Composing the Team 313
Building and Training the Team 318
Monitoring and Improving Performance 325
Conclusion 331
References 332
Part IV: A Look Ahead 337
Chapter 14: Looking Forward: Meeting the Global Need for Leaders Through Guided Mindfulness 338
The Global Leadership Gap 339
Just Make More Leaders? 341
70-20-10 and Blended Learning 342
Mindfulness 345
Guided Mindfulness 347
Competency Assessment 348
Event-Based Preparation and Reflection 348
Final Assessment and Review 349
Benefits of a Guided Mindfulness Approach 350
Accelerating Global Leadership Development 351
References 352
Index 356