From the Editor's Desk

The surprising traits of good remote leaders

Strong in-person leadership skills don’t necessarily translate to being a good virtual leader. Instead, organisation and competency reign supreme.

Fifteen years ago, Steven Charlier, chair of management at Georgia Southern University in the US, had a hunch that in-person charisma and leadership skills don't translate virtually. "Before I became an academic, I worked for IBM for a number of years on a lot of virtual teams," he says. "I had a boss who was a wonderful guy and great manager, and he drove me crazy trying to communicate. He was incredibly slow and unresponsive."

This seed of professional vexation has borne fruit, with new data showing that the confidence, intelligence and extroversion that have long propelled ambitious workers into the executive suite are not enough online, because they simply don't translate into virtual leadership. Instead, workers who are organised, dependable and productive take the reins of virtual teams. Finally, doers lead the pack - at least remotely.

Continued here

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