A Phenomenological Study Exploring the Influence of Leadership Traits on Virtual Teams’ Performance & Sustainability to Achieve Longevity in Silicon Valley

Abstract

To achieve virtual teams’ longevity in the change-oriented world following the COVID-19 pandemic, this qualitative phenomenological study explored the influence of leadership traits on virtual teams’ effective performance and sustainability through the lived experiences of 12 virtual team members and leaders in Silicon Valley, California, United States. In using semistructured interviews, the study identified 16 common leadership traits needed in virtual teams and distinguished the most influential leadership traits required for virtual teams’ effective performance and sustainability. Moreover, the study explored the influence of each leadership trait on virtual teams’ effective performance and sustainability. The findings revealed that leadership traits work together to improve virtual teams’ effective performance in four areas: (a) communication and feedback, (b) problem-solving, (c) trust and cooperation, and (d) motivation and engagement. Furthermore, leadership traits work together to improve virtual teams’ sustainability in five areas: (a) ongoing learning, (b) social interaction and cultural competence, (c) change adaptation, (d) shared values, and (e) organizational resources. The study promoted leadership traits theory to a higher level of practice and filled the gap in the scholarly literature on the influence of leadership traits on virtual teams’ longevity. Future research could further study the influence of leadership traits on virtual startups, screen sharing quality, interpersonal interaction through the camera and in person, and conflict management in virtual and hybrid work models to achieve organizational longevity in the dynamic, digital, and artificial intelligence driven era.