Virtual Leadership and Effective Virtual Teams: Cultural Intelligence, Effective Communication, and Successful Projects

For global companies to continue to grow, members must work and/or lead virtually. The purpose of my research was based on a two-dimensional model for measuring successful projects among virtual team members: effective communication and cultural intelligence (CQ) for team members working in a global pharmaceutical company. The main focus was on project management team members who work on global virtual teams and their team managers who lead global virtual teams. Currently, there is very limited empirical research that focuses on the relationship between cultural intelligence, effective communication within virtual teams, and successful projects. The researcher used triangulation mixed methods to explore the interrelationship among all three elements. It was hypothesized that all three elements are interrelated. Surveys on all three elements were used to assess both global leaders and project management team members who manage and lead projects virtually, working in collaboration with their global counterparts. Based on both the quantitative and qualitative results of the data, as well as the result of this interrelationship, further training on openness and global identity, adjustment to the current strategy, and education of all project management team members could then be recommended. If no difference in the collaboration level is found based on a high level of CQ, then additional opportunities for CQ would be recommended to the organization leadership