IntroductionOn Monday, November 14, 2011, Terry Burnham, Shawn Carlson, Roger Chikamura, Heidi Davidson, and Natasha DeJesus were named members of Team 1 for a virtual team project. The aim of the project was to conduct a leadership analysis of a world-renowned leader, which would be presented in the form of a narrated PowerPoint presentation. Areas of organizational behavior to be analyzed include: leadership of diversity practices; leadership values, personality and decision-making; leadership of organizational culture; leadership motivation of followers; and overall success as a leader. Team 1, by mutual agreement, chose to use email as their primary means of communication. Although the planning and execution of the project was carried out efficiently and considered a success by all team members, a number of lessons were still learned for future projects. Virtual Teams According to Kurland and Bailey (1999), a virtual team team “consists of team members who are geographically dispersed and who come together through telecommunications technology. Each team member may be located in a traditional office, but the offices are not close to each other” (p. 56). This definition is supported by Berry (2011) who adds that the two main differences between virtual and regular teams are that members of virtual teams may be geographically dispersed and rely primarily on computer-mediated communication. As Robbins and Judge (2011) indicate, virtual teams face a number of unique challenges. Members experience very little social interaction and do not feel the benefit of the usual give and take experienced by teams. They tend to be more task-oriented and members often report less satisfaction...... middle of article ...... and the takeaway from this project is that Virtual teams work well when members are motivated and focused. But if one or more members had been uncommunicative, unreliable, or comfortable using email as their primary means of communication, the team may have struggled to achieve its goal. Other means of communication would have been necessary, as well as a more authoritative form of leadership to keep the entire team focused. References Berry, GR (2011). Improve the effectiveness of virtual teams. Journal of Business Communication, 48(2), 186-206. doi:10.1177/0021943610397270 Kurland, NB, & Bailey, DE (1999). Teleworking: the benefits and challenges of working here, there, anywhere and anytime. Organizational Dynamics, Fall, 53-68. Robbins, SP and Judge, TA (2011). Organizational Behavior (14th ed.). Upper Saddle River: Pearson Prentice Hall