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Accessibility rather than inaccessibility or omnipresence 3. Information without overload 4. Feedback instead of advice 5. Fairness over favoritism 6. Decisiveness but not intrusive supervision 7. Honesty rather than manipulation 8. Concern for development over apathy 9. Community building over coordinated isolation 10. 1 Ten Things Employees Want from a Distance Manager < previous page page_32 next page > < previous page page_33 next page > Page 33 right. 2 for examples of the difference between the control and commitment paradigms.

Our work could have been better. Just taking the time to help us get to know each other would have made the work go faster and better in the long run. " Respect versus Paternalism or Condescension The team members' final expectation is to be respected. Respect is a basic human need. When it is absent in a society, people revolt. In a business they may become cynical, apathetic, or nonproductive. While they certainly do not want condescending behavior from their leaders, < previous page page_38 next page > < previous page page_39 next page > Page 39 they also do not want the paternalism exhibited by many well-intended corporations.

All rights reserved. Used by permission. 7. Kimball Fisher, Leading Self-Directed Teams (revised edition) New York: McGraw-Hill, 1999. " < previous page page_15 next page > < previous page page_17 next page > Page 17 Chapter 2 Five Things That Cripple the Effectiveness of the Distance Manager Leading a virtual team is difficult. The leader must provide structure, facilitate involvement, surface the personal dimension of the team members, recognize contributions, and be an involved sponsor. They role model the use of technology.

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