BUSINESS
Remote working is gaining momentum against a backdrop of unprecedented change, health concerns, technology, globalisation and economic uncertainty. By Desiree Anderson
THE ART OF EFFECTIVE REMOTE LEADERSHIP Leaders now manage dispersed teams across multiple locations. A hybrid working model (part remote, part office) may become the norm. In this scenario, home rather than work becomes central, with employees juggling multiple demands. Leader control is diluted as employees can’t be closely monitored in a physical space. Employees have more influence as remote representatives of the Company, their commitment contributing greatly to its survival. Therefore, distanced employee discretion and effort needs alignment with company strategies.
The spotlight on fairness, inclusivity and diversity requires remote leaders to have emotional intelligence, self-awareness and ethics ❜❜
❛❛
42
www.platinummediagroup.co.uk
The spotlight on fairness, inclusivity and diversity requires remote leaders to have emotional intelligence, self-awareness and ethics. Remote and hybrid leaders become empowering agents whilst facilitating employee bonds with colleagues, customers, suppliers and the company. They need to help Gig workers with induction, encourage older generations to harness technology whilst ensuring freedom of expression and community focus for Generations X and Y. Going forward, self-directed and even selfforming teams across functionalities will increase the need for influencing skills rather than authority. Remote leadership is therefore more multi-faceted than Office leadership. The Crest Hybrid Leadership model depicts key roles for Remote/Hybrid leaders.
