The fast-growing trend of using virtual teams comes with challenges including the lack of knowledge by some virtual team leaders for managing virtual teams. The purpose of this single case study was to explore the communication strategies that leaders use to manage virtual teams in real time to enhance team performance. The sample was composed of 4 successful virtual team leaders of a multinational accounting firm whose headquarters is in the northeastern region of the United States of America. The conceptual framework that guided this study was Tuckman's small group developmental model. Data consisted of semistructured interviews and the review of archival company documents. The interview protocol, interview transcription, member checking, and methodological triangulation allowed for data reliability and validity. Five themes emerged regarding completion of the 4 stages (comprehension, synthesizing, theorizing, and recontextualizing) of data analysis: time synchronization, face-to-face interaction, continuous training, communication tools and frequency, and leadership training and development. The findings of this study could contribute to social change enhancing communication strategies used in virtual teams, which could result in higher employee satisfaction, which in turn could benefit the organizations and virtual employees, their families, and communities.
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