Virtual Teams, Leadership and Communication at Green River

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Workgroup and teams there is need for employee-development, upper management support for the employee, voluntary membership, information sharing, well-trained facilitators, long-term career frame, member training, and fair evaluation. Aberdeen had only a single customer, while Green River had over 100and distributed its products world wide. Aberdeen had been a new start-up five years ago, while the Green River plants began in 1940s. And most importantly, Aberdeen had no union.

Green River had a union.

Leadership should be inculcated by encouraging activity, increasing self-initiation, relative independency but acknowledging healthy dependency, deeper and more challenging interests, extended time focus, on past, present and future, awareness of self worth, own decisions and its effect on the organization. Most employees highly motivated and highly committed to:

- lower costs of turnover, training, absenteeism, sickness
- a highly ethical, values-based culture with high morale
- high creativity, low costs beat your competition
- change, conflict, diversity and ethics problems disappear
- your stress from managing people turns to satisfaction
- an ability to turnaround a management disaster

Aberdeen facility employed only 100 people, while Green River had 1,150. What helps leadership however, is that both the sites had flexibility, common link to the FMC corporate image and objectives and so had similar operating values and systems. Lancaster's style of unorthodox leader ship would have a significant effect on the leadership development in the company. Aberdeen had non directional leadership style, there were not specific instructions for the employees and there was a degree of equality among the workers. This was different ...