Leadership in the Age of Remote Work: Best Practices for Managing Virtual Teams

The COVID-19 pandemic has forced many organizations to switch to remote work, which has transformed the traditional leadership and management practices. Therefore, the study aimed to identify best practices for managing virtual teams in the age of remote work. To achieve this objective, the study employed a qualitative research design, where data was collected through semi-structured interviews with managers and team leaders of virtual teams. The interviews were analyzed thematically to identify common themes and patterns related to leadership in the age of remote work. The results revealed that successful leadership in virtual teams requires a shift in focus from task-oriented to people-oriented leadership. Moreover, virtual team leaders should adopt new practices such as frequent communication, trust-building, setting clear expectations, and providing timely feedback. Additionally, technology plays a vital role in managing virtual teams, as it facilitates communication and collaboration.


INTRODUCTION
The COVID-19 pandemic has triggered an unprecedented shift towards remote work across the world, which has presented unique challenges for managers and team leaders. The sudden transition to remote work has created a gap in understanding how to lead and manage virtual teams effectively. Traditional management practices and leadership styles are not always suitable for remote work, and a new set of skills and practices are required to manage virtual teams successfully.
The study draws on previous research on virtual teams and leadership theories, such as transformational leadership, transactional leadership, and contingency theory, to identify best practices for managing virtual teams (Katsos & Fort, 2016;Kotula et al., 2021;Rego et al., 2012). Moreover, recent studies have suggested that effective communication and trust-building are essential for managing virtual teams, as they help to overcome the challenges of physical distance and time zone differences (Charlier et al., 2016).
The current state of the art literature suggests that managing virtual teams requires a different set of skills than traditional face-to-face management. The virtual environment brings unique challenges, such as the absence of physical cues, and the difficulty of building trust and rapport. Furthermore, virtual teams require more frequent communication, and the communication channels should be carefully selected to ensure that team members receive the necessary information in a timely and efficient manner (Alward & Phelps, 2019;Fleischmann et al., 2020;Zhang, 2022).
The aim of this study is to identify best practices for managing virtual teams in the age of remote work. By conducting a qualitative research study, we aim to provide practical insights for managers and team leaders to effectively lead virtual teams. Through semi-structured interviews with managers and team leaders of virtual teams, we aim to identify the common themes and patterns related to leadership in the age of remote work.

METHOD
The study employs a qualitative research design, as it allows for an in-depth exploration of the phenomenon of leadership in virtual teams. Semi-structured interviews were conducted with managers and team leaders of virtual teams in Indonesia to identify best practices for managing virtual teams in the age of remote work.
The informants for this study were managers and team leaders of virtual teams in various industries, including IT, finance, and marketing. The inclusion criteria for the informants were that they had experience in managing virtual teams for at least six months and were based in Indonesia. Data was collected through semi-structured interviews, which were conducted using online video conferencing tools. The interviews were guided by a set of open-ended questions that aimed to explore the informants' experiences, perceptions, and best practices for managing virtual teams. The interviews were recorded and transcribed verbatim for analysis.
The data was analyzed thematically using a combination of deductive and inductive approaches (Sekaran, 2009). The deductive approach was used to identify themes and patterns that were related to the existing literature on leadership in virtual teams. The inductive approach was used to identify new themes that emerged from the data. The analysis involved several stages, including data familiarization, coding, categorization, and theme development. The themes were developed by synthesizing the categories and subcategories that emerged from the data. The themes were validated through member checking, where the informants were given the opportunity to review the findings and provide feedback.

RESULT AND DISCUSSION
The findings of the study suggest that effective leadership in virtual teams requires a shift from task-oriented leadership to people-oriented leadership. The virtual environment requires team leaders to prioritize communication, trust-building, and team cohesion to achieve success.
The study identified several best practices for managing virtual teams in Indonesia, which include frequent communication, clear expectations setting, providing timely feedback, and building trust among team members. Effective communication was identified as a crucial factor in managing virtual teams, as it helps to ensure that team members receive the necessary information in a timely and efficient manner.
The study also revealed that virtual teams require a more collaborative approach to leadership, where team leaders act as facilitators rather than controllers. Additionally, the study found that technology plays a vital role in managing virtual teams, as it enables effective communication and collaboration.
Overall, the study highlights the importance of effective leadership in virtual teams and provides practical insights for managers and team leaders to manage virtual teams successfully in the age of remote work. The findings of this study are relevant for organizations that have adopted remote work and are looking to implement best practices for managing virtual teams.
Limitations of the study include the small sample size and the focus on one country. Future research could explore the applicability of these findings in other cultural contexts and with a larger sample size.
Additionally, the study found that virtual teams require a flexible approach to leadership, where team leaders are adaptable and responsive to changing circumstances. This includes the ability to manage team members with different working styles and time zones, and to provide support and resources as needed.
Furthermore, the study revealed that building trust and rapport among team members is critical to the success of virtual teams. Team leaders can build trust by being transparent, demonstrating reliability and competence, and creating opportunities for team members to interact and get to know each other.
In conclusion, the study highlights the importance of people-oriented leadership and effective communication in managing virtual teams in Indonesia. By adopting best practices such as frequent communication, setting clear expectations, and building trust, team leaders can overcome the challenges of remote work and ensure the success of virtual teams. These findings can serve as a guide for managers and team leaders who are navigating the transition to remote work and looking to implement effective leadership practices in virtual teams.

Discussion
The findings of the study align with previous research on virtual teams and leadership, which suggests that effective communication, trust-building, and team cohesion are crucial for managing virtual teams successfully (Abarca et al., 2020;Germain & McGuire, 2022). The study contributes to this literature by identifying specific best practices for managing virtual teams in Indonesia, such as frequent communication, clear expectations setting, and building trust among team members.
One of the key findings of the study is the importance of people-oriented leadership in virtual teams. In contrast to traditional task-oriented leadership, people-oriented leadership prioritizes the needs and well-being of team members and promotes collaboration and teamwork (Avolio et al., 2009;Laukka et al., 2022). This approach to leadership is particularly relevant in the context of virtual teams, where team members may feel isolated and disconnected from each other.
The study also highlights the critical role of effective communication in managing virtual teams. Virtual teams require a more deliberate and strategic approach to communication, as team members are not physically co-located (Dulebohn & Hoch, 2017;Garro-Abarca et al., 2021;Kaur Bagga et al., 2022). The findings of the study suggest that frequent communication, both formal and informal, is essential for maintaining team cohesion and ensuring that team members have the necessary information to complete their work.
The study's findings also suggest that technology plays a vital role in managing virtual teams. Technology enables communication and collaboration, and provides tools for team leaders to manage virtual teams effectively. The use of online video conferencing tools, project management software, and other digital platforms can facilitate communication and ensure that team members are on the same page.
The study's limitations include the small sample size and the focus on one country. Future research could explore the applicability of these findings in other cultural contexts and with a larger sample size. Additionally, future research could investigate the impact of virtual team leadership practices on team performance and outcomes.
In conclusion, the study provides valuable insights into best practices for managing virtual teams in Indonesia. By adopting a people-oriented leadership approach, prioritizing effective communication, and leveraging technology, team leaders can successfully navigate the challenges of remote work and ensure the success of virtual teams.

CONCLUSION
The study highlights the importance of effective leadership in virtual teams in the age of remote work, particularly in the context of Indonesia. The study identified several best practices for managing virtual teams, including people-oriented leadership, frequent communication, clear expectations setting, and building trust among team members.
The findings of the study align with previous research on virtual teams and leadership, which suggests that effective communication, trust-building, and team cohesion are crucial for managing virtual teams successfully. The study contributes to this literature by providing specific insights into best practices for managing virtual teams in Indonesia.
The study's findings have practical implications for managers and team leaders who are navigating the transition to remote work and looking to implement effective leadership practices in virtual teams. By adopting people-oriented leadership approaches, prioritizing communication, and leveraging technology, team leaders can overcome the challenges of remote work and ensure the success of virtual teams.
Overall, the study highlights the importance of adaptability and flexibility in managing virtual teams, as well as the critical role of technology in facilitating