Leadership in virtual work settings: what we know, what we do not know, and what we need to do

Abstract

With the proliferation of flexible and remote work arrangements, researchers and practitioners are increasingly interested in leadership in virtual work settings. However, diverse conceptual understandings and methodological approaches along with partly diverging empirical findings impede simple recommendations. This review provides a systematic overview of 66 empirical studies on leadership in virtual work settings. First, we describe the various conceptual and methodological approaches found in the obtained studies. Based on this review, we categorize the studies into two main clusters, either focussing on leadership effects within highly virtual contexts only (cluster 1) or examining whether leadership effects change as a function of virtuality (cluster 2). Results revealed predominantly positive correlations between task-oriented, relational-oriented, and change-oriented leadership and follower reactions within highly virtual work contexts. Moreover, higher levels of virtuality even increased the effects of task-oriented and some relational-oriented leadership styles, while mixed findings were found for change-oriented leadership. Based on our review, we develop a research framework that includes a new integrative conceptualization of leadership in virtual work settings, as well as suggestions for standardization and study designs that might further consolidate this evolving field.

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