Leading the Virtual Workforce: How Great Leaders Transform Organizations in the 21st Century

Leading the Virtual Workforce
How Great Leaders Transform Organizations in the 21st Century
Praise for Leading the Virtual Workforce
"Strong leadership in the best of times is difficult to achieve, but in today′s rapidly changing business environment, leaders are tested in many new ways. Once again, Lojeski has a fresh take on what it takes to lead today′s widely dispersed workforce."
—Ellen Pearlman, former editor–in–chief, CIO Insight magazine
"Karen Lojeski has distilled the essence of the leader′s role in ′managing′ virtual teams. Her very relevant case stories illustrate that to be successful, the authentic leader must be able to create context and a collaborative lexicon for virtual knowledge sharing and must work diligently to build the social capital that is so vital to the success of virtual work groups. Karen′s key contribution in this and her previous book, Uniting the Virtual Workforce, is the ′discovery′ and clear articulation of her theory of the Virtual Distance Index, which leaders can use to measure and manage the process of virtual teamwork."
—Dave Davison, Chairman, Virtual Visuals Inc.
"I agree entirely with Karen when she says that today, more than ever, effective leaders are desperately needed. She skillfully defines the dislocation and demarcation of leaders from followers through the ′Virtual Distance,′ and yet paradoxically calls leaders to ′stoke the flames of innovation and cooperation in a complex, interwoven world.′ This gives rise to her exploration of the Virtual Distance Leader. As Karen points out, the twenty–first–century leader must, amidst the conditions of pressure, change, and transformation, bring human endeavor and action to value and meaning for others."
—Adrian Machon, Director, Executive & Leadership Development, GlaxoSmithKline

Spis treści:
Preface.
About the Interviewees.
Acknowledgments.
Chapter 1: A Whole New World.
Chapter 2: A Brief History of Leadership.
Chapter 3: Creating Context.
Chapter 4: Cultivating Communities.
Chapter 5: Co–Active Leaders.
Chapter 6: Techno–Dexterity.
Chapter 7: The Virtual Distance Leadership Model.
Chapter 8: Leadership for the Future.
Appendix A: An Alternate View of Leadership.
Appendix B: The Virtual Distance Model.
Index.

Nota biograficzna:

Karen Sobel Lojeski, PhD, is a Professor at Stony Brook University in the Department of Technology and Society, author, and founder of Virtual Distance International (VDI), an advisory firm specializing in virtual teams, leadership, innovation and learning in the new millennium. Prior to launching VDI and joining Stony Brook, Karen spent eighteen years in corporate America. She held leadership positions at Chase Manhattan Bank N.A., Mercer Consulting Group, and Stratus Computer, Inc. She was Chief Operating Officer for Prolifics, a JYACC company, and Vice President of North America for Xansa. She is a popular speaker on Virtual Distance and other unintended consequences of technology in the wired workplace, school systems, families, and society as a whole.

Okładka tylna:

Leading the Virtual Workforce
How Great Leaders Transform Organizations in the 21st Century
Praise for Leading the Virtual Workforce
"Strong leadership in the best of times is difficult to achieve, but in today′s rapidly changing business environment, leaders are tested in many new ways. Once again, Lojeski has a fresh take on what it takes to lead today′s widely dispersed workforce."
—Ellen Pearlman, former editor–in–chief, CIO Insight magazine
"Karen Lojeski has distilled the essence of the leader′s role in ′managing′ virtual teams. Her very relevant case stories illustrate that to be successful, the authentic leader mus t be able to create context and a collaborative lexicon for virtual knowledge sharing and must work diligently to build the social capital that is so vital to the success of virtual work groups. Karen′s key contribution in this and her previous book, Uniting the Virtual Workforce, is the ′discovery′ and clear articulation of her theory of the Virtual Distance Index, which leaders can use to measure and manage the process of virtual teamwork."
—Dave Davison, Chairman, Virtual Visuals Inc.
"I agree entirely with Karen when she says that today, more than ever, effective leaders are desperately needed. She skillfully defines the dislocation and demarcation of leaders from followers through the ′Virtual Distance,′ and yet paradoxically calls leaders to ′stoke the flames of innovation and cooperation in a complex, interwoven world.′ This gives rise to her exploration of the Virtual Distance Leader. As Karen points out, the twenty–first–century leader must, amidst the conditions of pressure, change, and transformation, bring human endeavor and action to value and meaning for others."
—Adrian Machon, Director, Executive & Leadership Development, GlaxoSmithKline