Virtual leadership effectiveness: A qualitative study of follower experiences and perceptions

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.