Look at the text again and create a table listing characteristics of in-person leaders and remote leaders. in-person leaders remote leaders confidence Organised / organisational skills Fill in the prepositions to complete the expressions. Find the phrases in the text to check your answers. 1 be swayed something 8 perceive someone a leader 2 engage a behaviour 9 point something 3 focus goals 10 rise the top 4 go doing something 11 take the lead something 5 keep an eye something 12 tend doing something 6 keep something schedule 13 touch an issue 7 pay attention something 14 transform someone In what context are the phrases used in the text? What do they mean? Use an online dictionary to help you. Talk together. What would you be like as a business person or team leader? Use expressions from 2a. Example: I would keep an eye on the welfare of my employees. Media task. Go online and find a successful businessperson from a sector that interests you. How did he/she succeed? Do you think they would be successful remotely as well? Why? / Why not? Research their career and present your person in class. Put relevant character traits on a PPT slide, flipchart or on the board and display it during your presentation. c Language focus Leading a team 2 a b c Speaking 3 which differs greatly between online and in-person settings. Studying leader emergence is complicated: teams are rarely strictly virtual or face-to-face, and instead operate in a hybrid continuum. Meanwhile, leaders’ behaviours and personality traits have different effects along that continuum, and need to be tracked and measured. Some critical researchers have pointed out that although the study data touches on interpersonal relationships, it more heavily measures task-oriented actions, which are only a part of what makes leadership. They claim that a follow-up study should investigate how team members manage interpersonal relations and behaviours and who emerges as leaders. This might help to explore whether doer leaders maintain interpersonal skills over time. In the meantime, those who naturally assume inperson leadership roles should not despair. Transforming into a winning remote leader is feasible, but the adjustment might be rocky, and “could be frustrating to people who are used to emerging as leaders on project teams, and suddenly find that people aren’t paying as much attention to them”, says Barbara Larson, who is a leader in virtual team research. She finds the study’s implications meaningful, including the need for widespread workplace training in virtual social dynamics. “It’s kind of exciting, if you think about it,” says Larson. “Suddenly it’s not just about who talks the most, but rather, who is actually getting stuff done.” Language skills Extras Explore 3 Success in today’s business world 33 Nur zu Prüfzwecken – Eigentum des Verlags öbv
RkJQdWJsaXNoZXIy ODE3MDE=