Abstract:
This study explores the experience of virtual teams in the Philippines, specifically the
role of informal communication and trust in a team leader in creating effective virtual teams.
Daft and Lengel’s (1986) media richness theory (MRT) and Dirks and Ferrins’ (2001) model of
the function of trust in organizational contexts were applied as frameworks to understand the role
of informal communication and trust in a team leader in reducing uncertainty and ambiguity
when virtual teams process information. This study also utilized a descriptive research design
anchored on the exploratory nature of qualitative research and purposive sampling method to
select and invite seven participants. Data were collected from semi-structured interviews and
analyzed through an inductive and semantic approach of thematic analysis. Results revealed that
virtual teams utilized informal communication to facilitate smoother communication within
virtual teams. When informal communication fosters trust in a team leader, it also facilitates
leader-member interaction and promotes employee satisfaction. However, informal
communication is found unnecessary in developing trust in a team leader if swift trust is initially
established. Lastly, trust in a team leader decreases uncertainty and equivocality by encouraging
virtual team members to expect fair judgements and an empathic, non-judgemental attitude from
the team leader as well as by fostering absolute compliance among members.
