Examining leadership skills, behaviors, and effective communication for virtual IT project managers

Abstract

Purpose The purpose of this paper was to discover the best practices used by information technology (IT) project managers to determine what leadership skills, behaviors, communication tools and techniques are needed to lead and communicate effectively with virtual IT project teams. Design/methodology/approach In this qualitative case study, data was gathered by semistructured interviews from ten successful IT project managers from Northern California who had more than ten years of experience managing virtual teams (VTs) with growing and profitable IT companies in Silicon Valley, California. Findings IT project managers and leaders may consider building personal relationships with team members at the beginning of each project to foster a sense of camaraderie and common ground for the successful outcome and desired results. Maintaining cohesive team relationships to gain their trust and confidence may require additional coaching, mentoring, collaborating, recognizing their accomplishments, providing technical training, and understanding different cultures and local laws that relate to VTs to manage projects successfully to move projects forward in sustaining business, and assure customer satisfaction. Originality/value Findings from this study may assist IT project managers and leaders in building trust and rapport, increasing efficiency and developing effective lines of communication within their virtual IT teams.