Abstract:
The COVID-19 pandemic and the rapid expansion of digitalisation have spurred a
widespread transition to remote and hybrid work setups, highlighting the critical role of
effective leadership in guiding virtual teams. This research aimed to explore virtual
leadership practices from the perspective of followers, seeking to fill gaps in the existing
literature by examining the lived experiences and perceptions of virtual team members.
Grounded in the Leader–Member Exchange (LMX) theory, the study utilised qualitative
methods to uncover specific leadership practices and traits as perceived by virtual followers.
By addressing the challenges inherent in remote and hybrid workspaces, the research offers
valuable insights into effective virtual leadership, catering to both organisational and
academic interests. The findings provide targeted recommendations for improving
organisational performance, enhancing employee engagement, and fostering well-being in
virtual work settings. Additionally, the study lays the groundwork for developing
comprehensive virtual leader profiles and designing tailored leadership training programmes,
equipping organisations and leaders with practical strategies to navigate the complexities of
virtual team dynamics adeptly.
