Virtual teams have become “the new normal” in many organizations, with technology enabling employees to work remotely and collaborate across geographical boundaries. However, as more companies push for return-to-office (RTO) mandates, there seems to be growing apprehension surrounding leadership effectiveness and/or organizational outcomes in these settings. While virtual work has been broadly embraced, some leaders and organizations are questioning whether remote leadership can truly foster the same level of connection, collaboration, and productivity as face-to-face interactions. This uncertainty highlights a potential leadership gap. Managing virtual teams isn’t just business as usual; leading remotely requires a new set of skills that goes beyond the typical in-person approach.

Communication, for example, is essential in both settings, but it becomes even more critical in virtual teams where non-verbal cues are diminished. Without the ability to “read the room”, virtual leaders must be intentional and structured in how they communicate. Structured communication involves setting clear guidelines for when, how, and through what channels team members should communicate. This approach helps reduce ambiguity and ensures that all team members stay aligned and informed, fostering smoother collaboration even across distances.

What other strategies and skills can bridge the gap between face-to-face and remote leadership?

Key Leadership Skills: Face-to-Face vs. Remote

Charismatic leadership is often highly effective in face-to-face environments where leaders can leverage their personality, charm, and presence to influence and inspire those around them. However, this leadership style often loses its impact in online settings where communication is more transactional and lacks in-person emotional depth.

In remote work, leadership effectiveness is tied to trust-building through actions rather than presence. Virtual teams want leaders who are responsive and action-oriented—leaders who follow through on their promises and demonstrate results, not just talk about them. Virtual environments require leaders to be “doers” who can quickly resolve issues, implement solutions, and actively engage their teams through concrete actions. Digital tools make it easier to track accountability, so responsiveness becomes even more crucial in building trust and maintaining team morale.

This means remote work demands that leaders actively build trust, as it does not happen organically. In a session with a remote-first organization, we explored how regular one-on-one meetings and transparent decision-making can help foster trust, even from afar. The leaders who implemented this approach saw their teams feel more connected—even when miles apart.

Why Going “Hands-Off” Could Be the Best Leadership Move You Make

Remote leadership can feel like juggling a dozen flaming emails, Slack pings, and virtual meetings, all while wondering if your team is secretly binge-watching Netflix. The temptation to micromanage is real. But here’s a thought: what if stepping back was actually the winning move? Researchers at the Smith School of Business explored just that: the concept of forbearance leadership. In forbearance leadership, leaders are aware of problems within their organization and have the resources to solve them, but deliberately choose not to intervene. This decision is made with their team’s development in mind, allowing employees the opportunity to learn, grow, and find solutions on their own, rather than stepping in to fix things immediately.

Researchers found forbearance to be an effective leadership strategy, but it only works if your team knows that when you’re giving them space—it’s not because you’re MIA—it’s because you trust them. When they know you’re in their corner, this hands-off approach can build both confidence and creativity. Of course, there’s a fine line between “I’m giving you space to grow” and “I’m ghosting.” The key is deliberate and transparent communication. It should be crystal clear that this approach is intentional and your team’s development—not because you’re too busy to care.

Why Traditional Leadership Approaches May Fall Short

In virtual leadership, trust rises to the top as the most essential skill, enabling leaders to foster autonomy, accountability, and collaboration without constant oversight. Traditional leadership often falls into the trap of thinking, “If I can see it, it’s happening.” This mentality doesn’t translate well in a remote world. Equating productivity with visibility leads to micromanagement, burnout, and—spoiler alert—disengagement.

In one of my training sessions with a municipality, leaders realized they were overdoing it with constant check-ins. Their teams felt suffocated by endless meetings. When they shifted to results-based management—focusing on outcomes instead of hours logged—productivity spiked, and their teams were much happier.

Trust is closely tied to results-based management because it shifts the focus from monitoring day-to-day tasks to evaluating outcomes and deliverables. Leaders place confidence in their teams to manage their time independently, trusting them to meet agreed-upon goals. This autonomy empowers employees to take ownership, fostering both motivation and accountability. When leaders trust their teams to deliver results, it removes the need for micromanagement and encourages flexibility and creativity in how work is accomplished.

Ultimately, trust reinforces a culture where performance is measured by outcomes, not processes. Leaders who resist micromanaging in their team’s ability to succeed on their own, which boosts confidence, fosters communication, and creates a stronger, more cohesive unit—even from a distance.

Practical Strategies for Virtual Leadership

Ready to level up your virtual leadership game? Here are five strategies to help you bridge the gap between in-person and remote leadership:

1. Create a Clear Communication Charter: Think of this as your team’s “how-to” guide for effective communication. It outlines clear expectations for when, how, and through which channels team members should communicate. It helps prevent miscommunication, reduces ambiguity, and ensures everyone is aligned. For instance, it may specify guidelines for response times on emails, when to use instant messaging vs. video calls, and how to document decisions made in meetings. By explicitly laying out these rules, teams can streamline communication, reduce frustration, and foster a more organized, collaborative work environment. Learn how to create one HERE.
2. Foster Empathy: Try introducing well-being check-ins to help employees feel supported, leading to better engagement. In virtual meetings, leaders can demonstrate empathy by practicing active listening—acknowledging concerns, asking clarifying questions, and following up on individual issues or needs. A simple act of repeating back what someone said or expressing understanding can make employees feel valued and heard. Hint: take notes.
3. Promote Autonomy: Research shows that fostering autonomy can significantly boost team performance and satisfaction. According to a 2021 Harvard Business Review article, when employees are given the freedom to make decisions and manage their own work, they tend to be more engaged, motivated, and productive.
4. Be Intentional with Virtual Team-Building: Being remote means becoming deliberate about team bonding. Ideas like virtual coffee breaks or online games create a sense of belonging. You can also organize friendly challenges, such as fitness goals or digital detox contests to build stronger connections.
5. Commit to Continuous Learning: Remote work is still evolving, and the best leaders (and teams) keep evolving with it. Whether through internal development or external training, the key is to keep learning and adapting to stay ahead.

In today’s evolving work environment, leadership demands adaptability beyond traditional in-person skills. Virtual teams, in particular, require a more structured and intentional approach to ensure clarity and connection in the absence of physical presence. By adapting leadership practices—building trust through action, promoting autonomy, and fostering open communication—leaders can excel in both face-to-face and virtual settings. Ultimately, success lies in embracing flexibility and addressing the unique needs of each environment. With the right strategies, you can cultivate a more connected and productive team, no matter where they work.

Lisa Pender is a corporate trainer and digital wellness expert with over 15 years of experience teaching in higher education. As the founder and CEO of Digitally Well Inc., she helps organizations improve productivity and well-being through mindful technology use, with a special focus on leadership development in the digital workplace.

Articles referenced:

Morantz, A. (2024, Sep 25). The Wisdom of Do-Nothing Leaders. https://smith.queensu.ca/insight/content/The-Wisdom-of-Do-Nothing-Leaders.php

Pender, L. (2023). Digitally Well Inc. [website]. How to Create a Team Communication Charter. Article accessed Oct 8, 2024 https://digitallywell.ca/wp-content/uploads/2024/07/Digitally-Well-Communication-Charter-handout-1.pdf