虚拟团队中，只有当公开讨论和团队授权在团队中盛行时，决策才能成功。当虚拟团队面临缺乏团队讨论和媒体选择不当等问题时，这可能会降低虚拟团队决策的质量(Pinjani， & Palvia, 2013, p-149)。关键是要选择一种有效的技术，以支持成功决策的一致性。
例如，戴尔表示，虚拟团队的效率高得惊人。VTs是网络中具有集群的设置。VT中的决策是通过HR-direct等软件进行的，这些软件可以帮助集成虚拟团队的成员，使他们能够轻松地在自己之间共享信息。使用该软件可以节省时间，决策更加灵活和分散(Verburg, Bosch-Sijtsema， & Vartiainen, 2013, p-71)。虚拟团队的集成帮助他们在不到30天的时间内高效地完成报告，这比戴尔团队在虚拟团队集成前两个月的时间要短。虚拟团队决策的有效性基于对具有不同媒体功能的技术的选择。成功与否取决于用户能否充分利用媒体的能力。
虚拟团队中的领导者不仅像普通员工一样工作，他们还将虚拟团队成员(包括他们自己)的角色和职责形式化。领导者必须模仿他们期望从团队中得到的行为(Mukherjee, Lahiri, Mukherjee， & Billing, 2012, p-277)。领导者在为团队成员设计被倾听和参与的机会方面扮演着至关重要的角色。为了有效地增进更好的理解，必须广泛使用问题，这对于弥补缺乏视觉信息也是必要的。
例如，Firefox的制造商Mozilla和一个非政府组织拥有一个由分散在世界各地的远程工作人员组成的分布式团队。公司拥有13个全球办事处，员工分布在30多个国家(Hoch， & Kozlowski, 2014)。Mozilla中VT的领导者对生成的结果进行跟踪记录，并关注团队中遵循的流程。领导根据团队成员的优势，促进及时反馈，建立有效的团队。它是由领导人确保，赞助商是最新的，并参与关键的演习的团队。
Decision-making and virtual teams:
Decision-making is successful in virtual team only when open discussion and team empowerment prevails within the teams. In cases where the virtual teams face issues related to lack of team discussion and improper media selection, this may deteriorate the quality of the decision making in the virtual teams (Pinjani, & Palvia, 2013, p-149). It is crucial that an effective technology is selected which is supportive to the convergence of the successful decision making.
For example, Dell says that virtual teams are alarmingly effective. VTs are set-ups with clusters within a network. The decision making in VT is through software such as HR–direct that helps in integrating members of the virtual teams so that they can share information among themselves easily. With the use of such software, time is saved and the decision making is more flexible and decentralized (Verburg, Bosch-Sijtsema, & Vartiainen, 2013, p-71). The virtual team’s integration helps them in completely performing the reports efficiently in less than 30 days, which is less than earlier time, taken of two months by the team of Dell before the Virtual Team integration. The effectiveness of the virtual team’s decision making is based on the choice of technologies having varied media capabilities. The success depends on the ability of users to make best use of the capabilities of the media.
Leadership and virtual teams:
Leaders in the virtual teams do not just work as normal employees, instead they formalize roles and responsibilities of the virtual team members including their own. Leaders must model the behavior which they are expecting from their teams (Mukherjee, Lahiri, Mukherjee, & Billing, 2012, p-277). Leaders play a crucial role in designing the opportunities for the team members for being heard and engaged. With an aim of making an effective increase in better understanding, extensive use of questions must be made and this is also necessary for offsetting the lack of visual information.
For example, Mozilla, the maker of Firefox and an NGO has a distributed team consisting of remote workers dispersed all over the world. The company has 13 global offices with workforce working in above 30 countries (Hoch, & Kozlowski, 2014). The leaders of the VT in Mozilla keeps a track record of results produced and focus on the processes followed within the team. The leaders promote timely feedback and work for building an effective teams based on the strengths of the team members. It is ensured by the leaders that the sponsors are kept up to date and are involved in key exercises of the team.