(continued from front fl ap) L o . us / . can je LEADING Th e virtual workforce is a relatively new phenomenon. s k Th e Virtual Distance Model provides the quantitative Praise for i LEADING data and predictive power needed to understand how LEADING THE new behaviors, born out of the Digital Age, impact performance, innovation, and other critical success factors. VIRTUAL WORKFORCE THE VIRTUAL L THE And now the time has come to reshape leadership models E WORKFORCE to best serve worldwide organizations in the twenty-fi rst A century. Leading the Virtual Workforce does just that— VIR TUAL “Strong leadership in the best of times is diffi cult to achieve, but in today’s rapidly paving the way for future leaders to create unmatched D changing business environment, leaders are tested in many new ways. Once again, competitive advantage and performance improvements World markets are unsteady, unemployment is on in the growing world of virtual work. Lojeski has a fresh take on what it takes to lead today’s widely dispersed workforce.” I the rise, housing foreclosures are up, asset values N are down, and the political landscape is shifting. Under —Ellen Pearlman, former editor-in-chief, CIO Insight magazine such tumultuous conditions, people often look to leaders G WORKFORCE to soothe battered nerves. But in today’s rough and tumble KAREN SOBEL LOJESKI, PHD, is a environment, there are reportedly few leaders the average T Professor at Stony Brook University “Karen Lojeski has distilled the essence of the leader’s role in ‘managing’ virtual teams. person relies upon. H in the Department of Technology Her very relevant case stories illustrate that to be successful, the authentic leader must E Over 80 percent of Americans believe that we are in the and Society, author, and founder of be able to create context and a collaborative lexicon for virtual knowledge sharing and midst of a major leadership crisis. And over 75 percent of Virtual Distance International (VDI), V must work diligently to build the social capital that is so vital to the success of virtual executives from around the world are seriously concerned an advisory fi rm specializing in virtual work groups. Karen’s key contribution in this and her previous book, Uniting the Virtual I about whether businesses can develop good leaders for H O W G R E A T L E A D E R S teams, leadership, innovation and learning in the new R Workforce, is the ‘discovery’ and clear articulation of her theory of the Virtual Distance the future. And yet not one leadership book squarely millennium. Prior to launching VDI and joining Stony Index, which leaders can use to measure and manage the process of virtual teamwork.” T T R A N S F O R M O R G A N I Z A T I O N S addresses the issue of the changed workforce, the virtual Brook, Karen spent eighteen years in corporate America. workforce, and why old leadership models just don’t She held leadership positions at Chase Manhattan Bank U —Dave Davison, Chairman, Virtual Visuals Inc. I N T H E 2 1 S T C E N T U R Y work—until now. N.A., Mercer Consulting Group, and Stratus Computer, A Inc. She was Chief Operating Offi cer for Prolifi cs, a Leading the Virtual Workforce builds off the ground- L JYACC company, and Vice President of North America breaking concept of Virtual Distance introduced in Sobel for Xansa. She is a popular speaker on Virtual Distance “I agree entirely with Karen when she says that today, more than ever, eff ective W Karen Sobel Lojeski Lojeski’s seminal fi rst book, Uniting the Virtual Workforce. and other unintended consequences of technology in the leaders are desperately needed. She skillfully defi nes the dislocation and demarcation of And in never-before-published interviews, leaders from wired workplace, school systems, families, and society as leaders from followers through the ‘Virtual Distance,’ and yet paradoxically calls leaders O IBM, Merck, Western Union, Alcatel-Lucent, HP, a whole. to ‘stoke the fl ames of innovation and cooperation in a complex, interwoven world.’ Th is AT&T, and more share detailed case studies about what’s gives rise to her exploration of the Virtual Distance Leader. As Karen points out, the R diff erent about leadership today and how to become a great leader in the Digital Age. Leading the Virtual twenty-fi rst-century leader must, amidst the conditions of pressure, change, and K Workforce covers: transformation, bring human endeavor and action to value and meaning for others.” F • Th e most common myths about leadership for O —Adrian Machon, Director, Executive & Leadership Development, GlaxoSmithKline today’s virtual workforce R • Why old leadership models need to be reshaped for a new era Jacket Photograph: Louie Psihoyos/CORBIS C • What great leaders do diff erently to thrive in the Cover Design: David Riedy E globally connected enterprise • A new leadership model custom-built for today’s workforce realities • Advice from the greats for those looking to advance their leadership and management eff ectiveness for the virtual workforce (continued on back fl ap) P1:OTA/XYZ P2:ABC FM JWBT169-Sobel September8,2009 20:36 PrinterName:YettoCome ii P1:OTA/XYZ P2:ABC FM JWBT169-Sobel September8,2009 20:36 PrinterName:YettoCome Leading the Virtual Workforce i P1:OTA/XYZ P2:ABC FM JWBT169-Sobel September8,2009 20:36 PrinterName:YettoCome ii P1:OTA/XYZ P2:ABC FM JWBT169-Sobel September8,2009 20:36 PrinterName:YettoCome Leading the Virtual Workforce How Great Leaders Transform Organizations in the 21st Century Karen Sobel Lojeski with Richard R. Reilly JohnWiley&Sons,Inc. iii P1:OTA/XYZ P2:ABC FM JWBT169-Sobel September8,2009 20:36 PrinterName:YettoCome Copyright(cid:1)C 2010byKarenSobelLojeski.Allrightsreserved. PublishedbyJohnWiley&Sons,Inc.,Hoboken,NewJersey. PublishedsimultaneouslyinCanada. Nopartofthispublicationmaybereproduced,storedinaretrievalsystem,ortransmittedinanyform orbyanymeans,electronic,mechanical,photocopying,recording,scanning,orotherwise,exceptas permittedunderSection107or108ofthe1976UnitedStatesCopyrightAct,withouteithertheprior writtenpermissionofthePublisher,orauthorizationthroughpaymentoftheappropriateper-copyfee totheCopyrightClearanceCenter,Inc.,222RosewoodDrive,Danvers,MA01923,(978)750-8400,fax (978)750-4470,oronthewebatwww.copyright.com.RequeststothePublisherforpermissionshould beaddressedtothePermissionsDepartment,JohnWiley&Sons,Inc.,111RiverStreet,Hoboken,NJ 07030,(201)748-6011,fax(201)748-6008,oronlineatwww.wiley.com/go/permissions. LimitofLiability/DisclaimerofWarranty:Whilethepublisherandauthorhaveusedtheirbesteffortsin preparingthisbook,theymakenorepresentationsorwarrantieswithrespecttotheaccuracyor completenessofthecontentsofthisbookandspecificallydisclaimanyimpliedwarrantiesof merchantabilityorfitnessforaparticularpurpose.Nowarrantymaybecreatedorextendedbysales representativesorwrittensalesmaterials.Theadviceandstrategiescontainedhereinmaynotbesuitable foryoursituation.Youshouldconsultwithaprofessionalwhereappropriate.Neitherthepublishernor authorshallbeliableforanylossofprofitoranyothercommercialdamages,includingbutnotlimitedto special,incidental,consequential,orotherdamages. Forgeneralinformationonourotherproductsandservicesorfortechnicalsupport,pleasecontactour CustomerCareDepartmentwithintheUnitedStatesat(800)762-2974,outsidetheUnitedStatesat (317)572-3993orfax(317)572-4002. Wileyalsopublishesitsbooksinavarietyofelectronicformats.Somecontentthatappearsinprintmay notbeavailableinelectronicbooks.FormoreinformationaboutWileyproducts,visitourwebsiteat www.wiley.com. LibraryofCongressCataloging-in-PublicationData SobelLojeski,Karen. Leadingthevirtualworkforce:howgreatleaderstransformorganizationsinthe21stcentury/Karen SobelLojeski,RichardR.Reilly. p.cm.–(Microsoftexecutiveleadershipseries;14) Includesindex. Summary:“Howtounderstandandattaintheattributesandskillsrequiredtobeasuccessfulleaderin thenewdigitalage.Rapidlyevolvingchangesinthewaythatweworkhaveledtotheneedforanew modelofleadership.Motivatingandinspiringemployeeswhoaregeographically,culturally,and functionallydispersedrequiresnewsetsofskillsanddifferentkindsofbehaviors.Thisvisionarybook usesreal-lifemodelsofworld-classleaderswhohavedemonstratedtheirabilitytoleadtheirvirtual workforcethroughthecombineduseoftechnologyandpersonalstyles.Itpresentsanewmodelof leadershipthatincorporatesthekeyattributesofthesesuccessfulleadersandpresentstoolsand techniquesforbecomingasuccessfulleaderinthedigitalage.KarenSobelLojeski,PhD(PortJefferson, NY),isProfessorintheDepartmentofTechnologyandSocietyintheCollegeofEngineeringand AppliedSciencesattheStateUniversityofNewYorkatStonyBrook.KarenisalsotheCEOofVirtual DistanceInternational,anadvisoryfirmspecializinginleadershipandinnovationinthenewmillenium virtualworkplace.RichardR.Reilly,PhD(BaskingRidge,NJ),isEmeritusProfessorofTechnology ManagementatStevensInstituteofTechnology”–Providedbypublisher. ISBN978-0-470-42280-9 1.Leadership. 2.Computers–Socialaspects. I.Reilly,RichardR. II.Title. HD57.7.S69252010 658.4(cid:2)092–dc22 2009025055 PrintedintheUnitedStatesofAmerica 10 9 8 7 6 5 4 3 2 1 iv P1:OTA/XYZ P2:ABC FM JWBT169-Sobel September8,2009 20:36 PrinterName:YettoCome For Edward Friedman and A.J. Lederman v P1:OTA/XYZ P2:ABC FM JWBT169-Sobel September8,2009 20:36 PrinterName:YettoCome vi P1:OTA/XYZ P2:ABC FM JWBT169-Sobel September8,2009 20:36 PrinterName:YettoCome Contents Microsoft Executive Leadership Series: Series Foreword ix Preface xi About the Interviewees xxi Acknowledgments xxxiii Chapter 1............................................................................... 1 A Whole New World Chapter 2...............................................................................17 A Brief History of Leadership Chapter 3...............................................................................33 Creating Context Chapter 4...............................................................................49 Cultivating Communities Chapter 5...............................................................................61 Co-Activating New Leaders Chapter 6...............................................................................77 Techno-Dexterity Chapter 7...............................................................................93 The Virtual Distance Leadership Model vii P1:OTA/XYZ P2:ABC FM JWBT169-Sobel September8,2009 20:36 PrinterName:YettoCome viii CONTENTS Chapter 8...............................................................................113 The Future of Leadership As We Know it Chapter 9...............................................................................123 A Different View of Leadership Altogether Appendix A.............................................................................141 The Virtual Distance Model Index 151