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The WCPC has a large member base and they are located throughout the United States and across the globe. We utilize several different avenues for communication, which is a major factor in our success, we use email, Google Hangout, Facebook Officers Page, Facebook WCPC page, Alumni & Friends Page, and on rare occasion texts and phone calls. Our team model, we do often do separate projects but the team truly shares in the leadership of the group. Management leadership needs to change: This I think applies in the sense that we don’t get to have meetings were we see everyone, we do projects together in person, and we can’t have the same expectation as those clubs that do.
Innovative use of communication technology: We have utilized multiple avenues of communication between officers and members. Designed to enhance the operation: In August 2014 this leadership truly enhanced how we operated as a group and team.
Develop trust among team members: This is a difficult task to accomplish when you only have written communications and maybe once a month video chats. Ability to capture strengths: I feel that we have been able to do this among ourselves and our members. This entry was posted on Sunday, March 22nd, 2015 at 11:05 pmand is filed under Uncategorized. Working together as a unified team is hard enough when you’re co-located, but having a globally diverse team work as a cohesive unit can absolutely be a challenge. I like that your team works together regardless of title, and lean on each other’s strengths. One unfortunate effect I have noticed in virtual business meetings, but (thankfully) not in our club meetings, is that people tend to forget about basic meeting etiquette when they’re not face-to-face. In the knowledge economy, virtual working is becoming increasingly common and more managers are seeking guidance on how to work with virtual teams effectively now they are losing the close, informal contact they have enjoyed until now, and aren’t able to guide or direct their staff quite as easily. Agreeing acceptable behaviours is probably even more important when it comes to virtual teams. Sales teams out on the road are used to working in this way and have well established processes to make it effective.
Take extra care when allocating work because it’s not so easy for team members to come back and ask further questions. My friend Mark Fritz talks eloquently about consistently communicating the Why and the What of the work, rather than the How.
Once you have these principles in place and are making progress and results visible across the team, it’s important to lead and coach rather than micro-manage.  Ask good coaching questions to help people set their own stretching goals, find the best way of delivering on them and personally commit to them.
Rebecca is an active member in several technology councils throughout the Mid-Atlantic region, and regularly serves as a volunteer at Thomas Jefferson’s Poplar Forest, the Renaissance Theatre in Lynchburg, and Friends of Amherst County. I joined the World Campus Psychology Club (WCPC) right away, because this was my intended major and I was interested to see how it worked.



As for the WCPC leadership team we have a President, Vice-President, Secretary, Web Coordinator, and two advisors. Written communication is what the team relies on the most and since that is the primary means we have to be very aware of our written format.
The shared leadership model is used within this team since I have taken office in August 2014. So we have to be creative in how we lead our members, design our projects, and allow for everyone to participate in. There was a group created within Facebook Penn State Groups for the WCPC, this improved communication avenues between us and our members. However, we have to know that we are all in this together with the goal of doing great things for our members. We as leaders have been able to take on projects that we have a passion for and see them through to the end, successful or not.
They do require a unique set of individuals, open-minded approaches, effective communication, and most importantly working together. First, I work with (and on) quite a few virtual teams at work, and second, as Historian for the World Campus Chapter of Psi Chi, everything we do is in a virtual setting. This is compounded when you have a globally diverse team such as we both have, and it must be acknowledged. Basic rules regarding not multi-tasking, avoiding background noise or other distractions, and expected participation should be communicated in advance and followed by the host as well the participants (Schindler, 2008). It allows them to get to know each other on a personal level as well as re-enforce the team identity.
They have targets to meet, ways of feeding back their activity and results to head office, and regular check in times with their bosses. They need clear standards, timescales, reporting guidelines and possibly shorter timescales. When members know WHY they are doing what they are doing and are clear on WHAT to do, rather than being told HOW to do it, they will take on more ownership and responsibility. Rebecca is a co-founder of Virtual IT and joined the firm after a successful career as a business developer and account manager promoting systems integration and document management solutions. I wasn’t truly fully involved until I decided over the summer to go for an officer’s position. I say this because tone and wording can be written one way and perceived another way, thus adding to the complexity of the team leadership dynamics. Also we designed a routine that we would promote activities to encourage members input on a particular article, research, or question.
Our members have shown multiple different strengths and we have allowed them to show these strengths to positively contribute to the WCPC.


There are similarities and differences between virtual teams in work and social settings, and I’m interested in what I can learn from other peoples experiences and perspectives. I do however think that we assume everyone has certain minimum skills using the various forms of technology before proceeding, and that may cause delays and confusion. Remind them regularly about the team objectives and how they are contributing to meeting them. While you may not have a culture of setting numerical targets it’s worth considering what you can adapt from this model including, measuring progress and results and making them visible across the team. In addition to her business development and client oversight responsibilities, Rebecca is also involved in recruitment, staffing and retention and contract negotiation. I was hesitant in what was all involved and knowing my schedule didn’t want to have a role that would be too demanding (also not highly confident in my abilities) so I ran for the Secretary. Recognizing this is important and we need to be able to work through differences so our members are not affected. Each piece of technology has its pros and cons, and each can serve a different purpose or satisfy a different audience; these should be agreed upon by the group for both business and social objectives (Schindler, 2008). Perhaps teams could schedule occasional training or review meetings to help members who are not as comfortable with technology, and help them learn in a comfortable, non-judgmental environment.
By the way, if you want to ensure the person is clear, don’t just repeat your message, or ask them if they are clear, ask them to summarise their understanding of what you’ve agreed. This team has chosen to not have the title affect our operations within the group in any way. Our Psi Chi chapter is currently investigating options to host virtual social events (in addition to our regular meetings), and want to maximize the members’ feelings of being an active participant and feel that it was an enjoyable experience. Since then I have been moved into the role of Vice-President for my final semester of this journey.
As you can see we are not in close approximation and meeting in person is not a possibility. I want to share about this virtual team and club as I feel that virtual teams are becoming more popular within schools and the workforce. Therefore, our leadership team must work hard to make sure our members are able to see a unified team that is able to hold a globally diverse group together. We also can use the Ginnett’s Team Effectiveness Leadership Model (TELM) within both our leadership team and our main group.



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