"Foreword Virtual teams are ubiquitous. Years ago, they were confined to specialist groups, but now most meetings have at least one remote attendee. Virtual teams are here to stay. Strong global trends are driving the growth in virtual teams. These include outsourcing, increasing and more global project work, home working and telecommuting, spending cuts, and higher gasoline prices. In recent years, even volcanic ash clouds and the threat of epidemics have played their part. Organizations are focusing on the need to reduce the costs of travel, as well as the time taken traveling, carbon emissions produced, and hassle involved. At the same time, technological advances make it easier and cheaper to collaborate virtually than ever before. Now companies can have teams working around the clock while tapping into a range of global perspectives from across the organization. Unfortunately though, virtual teams often struggle. Virtual team leaders too often believe that they can apply whatever works for them in the face-to-face world to their virtual teams, and fail to understand what is really needed to make virtual teams work. As a result, team members can become disengaged and frustrated, often silently tuning out. Organizations are only now beginning to realize that specialized skills and competencies are needed to lead effective virtual teams, on top of providing the right combination of virtual"-- Provided by publisher.