Exploring the Role of Informal Communication and Trust in a Team Leader in Creating Effective Virtual Teams

Abstract

This study explores the experience of virtual teams in the Philippines, specifically the role of informal communication and trust in a team leader in creating effective virtual teams. Daft and Lengel’s (1986) media richness theory (MRT) and Dirks and Ferrins’ (2001) model of the function of trust in organizational contexts were applied as frameworks to understand the role of informal communication and trust in a team leader in reducing uncertainty and ambiguity when virtual teams process information. This study also utilized a descriptive research design anchored on the exploratory nature of qualitative research and purposive sampling method to select and invite seven participants. Data were collected from semi-structured interviews and analyzed through an inductive and semantic approach of thematic analysis. Results revealed that virtual teams utilized informal communication to facilitate smoother communication within virtual teams. When informal communication fosters trust in a team leader, it also facilitates leader-member interaction and promotes employee satisfaction. However, informal communication is found unnecessary in developing trust in a team leader if swift trust is initially established. Lastly, trust in a team leader decreases uncertainty and equivocality by encouraging virtual team members to expect fair judgements and an empathic, non-judgemental attitude from the team leader as well as by fostering absolute compliance among members.