Originally Published In
The Palgrave Handbook of Workplace Well-Being
This chapter will present the concept of a virtual organization and the role, responsibilities, and practices for leaders in these organizations. Corporations operate globally. Small- to medium-sized companies residing in a single country still rely on international suppliers and markets, among other things. As technology improves, develops, and advances, globalization will become more pronounced for all companies. Considering this technological trend, the virtual structure will likely become more prevalent. This chapter will also present models of leadership and how practical and effective they can be in a virtual platform. From a performance standpoint, employee engagement will be investigated, specifically considering how it functions under the “virtual” condition. Virtual organizations are highly suited to globalization and an international perspective will also be addressed. Finally, suggestions and recommendations will be offered to help virtual companies energize employee engagement.