Chapter 8: A Team is More Than Just a Group On page 307 of the textbook the authors state successful teams often take on a life of their own. A group becomes a team when the following criteria are met: Leadership becomes a shared activity. Accountability shifts from strictly individual to both individual and collective. The group develops its own purpose or mission. Problem-solving becomes a way of life, not a part-time activity. Effectiveness is measured by the groups collective outcomes and products. The same is true for virtual work groups. Our COVID-19 world has punctuated the importance of virtual work groups. Read the Harvard Business Review article, "Getting Virtual Teams Right" (Links to an external site.). This article profiles the fours must-haves needed to create and lead an effective virtual team: the right team, the right leadership, the right touchpoints, and the right technology. Although this HBR article specifically profiles virtual teams, several of the best practices are applicable in any team setting. Answer the following questions in this discussion (remember, you only need to respond to chapter 6 OR chapter 8):

1. Describe the personality factors and other individual differences that you think are important to being a successful team member of: (1) a traditional work team; (2) a self-managed team; and (3) a virtual team.
2. As a leader, how would you need to modify your leadership approach and tactics when managing: (1) a traditional work team; (2) a self-managed team; and (3) a virtual team?
3. Discuss the unique challenges posed when managing a virtual team that includes members from several different cultures.
4. Identify one group you are involved in (work, school, club, church, etc...) and analyze whether or not this group is a team based on the criteria on page 299. What has being in this group taught you about the importance of team building?