Abstract:
The sudden onset of the COVID-19 pandemic that enforced remote working changed
the way organisations operate turning many face-to-face teams into virtual teams
overnight with little warning. The digital transformation of work has changed the
essence of how teams function which presents new leadership challenges as
traditional leadership is deemed suboptimal for virtual environments. However,
virtual leadership may not be a simple extension of traditional leadership practices
suggesting new leadership skills are required to straddle the hybrid working model
that fuses both virtual and in-person settings successfully.
As studies in hybrid leadership are in short supply, this study explored how enforced
remote working influenced leaders’ effectiveness and identity when managing
traditional teams remotely, both of which play a critical role in performance. Data was
collected from 12 semi-structured interviews with leaders to understand their
experiences of leadership in this context by means of a qualitative, exploratory study.
The findings suggest that leading with empathy through prioritising mental health and
well-being of teams, being flexible in expectations of when and where work is
conducted, embracing new technology and being the custodians of online tools and
etiquette are some of the virtual leadership skills required. In addition, the findings
suggest that leadership presence and influence is negatively influenced due to the
lack of face-to-face engagements along with other known disadvantages of virtual
teams. This study provides insights and recommendations for leading teams in
hybrid environments, which is fast becoming the preferred way to work
