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The very first “VCH” activity of regionalizing themselves was the creation. IMIS. It is necessary for the virtual leaders to maintain good communication with their staff as it is really a challenge for them to maintain an effective communication with in such limited time of interaction. The medium of communication selected by the leader also affect the communication strategies. Leaders can use “video conferencing and email” to convey their messages to the students working at long distances. (Christine, 2008)
The continuous reliance of “VCH” upon technological methods of working is making it difficult for it to hire and hold qualified employees to advocate and sustain technology. A large number of highly educated and qualitative workers are needed to maintain a “negative” accept on the workers to sustain the organization. It is necessary for the leaders of the “VCH” to get abreast with the continuous developments and “trends”. The medium of communication selected by the leader also affect the communication strategies According to a survey about one point five million citizens of Canada communicate “virtually” on daily basis. “VCH” is a health services providing agency and it incorporate a large staff scattered in the entire Britain. The finding of this study left many “implications” of the “virtual communication”. This is because this area is continuously in the state of continuous alteration and environment. (Christine, 2008)
Nowadays, the prospect of working from a place away from the head office of the company/organization is being given a lot of importance. Despite this high amount of attention towards working virtually the “role of virtual” leader seem to be neglected. A considerably little amount of work has been done in this field. Stella conducted research to study the impact of virtual leaders upon the “performance and satisfaction” of their employees. He surpassed and substituted “transactional, transformational and no leadership” with “conscientiousness, feedback and climate for well-being”. After analyzing different leadership theories in the study it was found that the impact of leader’s role was consequential, with the members of the “transactional conditions” and “transfusion conditions”. Besides, many interesting outcomes among the leadership styles and performance “conscientiousness”, (Julie, 2003)
According to a survey virtual leadership has increased to a considerable extent. Estimates show that about twenty eight million people did virtual working in 2001 and about “19.6 million” in 1999. It seems that “virtual work has potential benefits for employees” traditionally, leaders provide “increased flexibility, less commute time, fewer distractions etc”. it seems that the leadership of virtual have lucrative “utopia” rather than “desolate wasteland”. “Transformational leadership” is seemed to be equal to the “transactional leadership”. It is necessary for the virtual leaders to maintain good communication with their staff as it is really a challenge for them to maintain an effective communication with in such limited time of interaction in the studies conducted upon virtual leadership shrewd and devious management has to be strengthened with appropriate impacts. Usually, the members of distance based leadership use “implicit leadership theory” while communicating with each other. (Julie, 2003)
“Distance leader are seemed more prototypical than close leaders”. This shows that the virtual leadership is “inevitably vague and general”. Neither of the “variable” showed and impact upon the job satisfaction. This was explained on the prospect that the reason for it was the “task” assigned to the workers was not very much satisfactory. Therefore, one can not be consistent that the task is not satisfactory or something likes that. It could have been accepted that shrewd management of “transformational leaders” is quite effective. “Transformational leadership” if used to be done manipulation needs to be managed properly and given satisfaction and maintained a want to create workers virtually. In short it seems that both union of “transactional and transformational” leadership is very much important for the maintenance of “performance” and creation of “satisfaction” in the “virtual workers”. (Julie, 2003)
This study is seemed to be equivalent with the prospect the virtual leaders are perceived by staff consistent with known leadership theory. This shows that the adoption of “transactional leadership” style is necessary for the virtual leaders and workers. This will help gather continuous “communication and feedback”.
This was explained on the prospect that the reason for it was the “task” assigned to the workers was not very much satisfactory A considerably little amount of work has been done in this field This study provided a path to the leaders that the “organizational and industrial” psychologist should see and try to understand the way using which virtual leaders influence employees doing their work near the “main office”. There was a considerable amount of variation in the “qualities of people working virtually” (Julie, 2003)