Virtual executive leaders in the multinational engineering service industry are playing a crucial role in organizational success and new business development. This qualitative grounded study explores virtual executive leaders in predominantly the multinational engineering service industry to determine common themes concentrating on the participants, ideas, opinions, impressions, and feelings. The underlining objective of the study was to determine the common themes in the virtual construct within the multinational engineering service industry. The second objective was to develop a meaningful and straightforward virtual organizational leadership model that would provide added value to the industry and corporate executives faced with leading within the new virtual domain. Participants described a unique picture depicting the importance of: (a) building trust, (b) creating a combined view or objectives, (c) addressing the soft issues with an increased emphasis on interpersonal skills, and (d) managing information overload.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 70/08, Dissertation Abstracts International|
|Subjects:||Management, Industrial engineering, Information science|
|Keywords:||Engineering service, Engineering service industry, Executive, Global, Leadership, Multinational, Virtual, Virtual executive leadership|
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