Forcing Leaders to be Good

Leaders: Remote Culture

Dion Deguzman & Lucas Simpson
Agenda
1) “Culture Issue”
2) Tradition vs. Innovation
3) Behavior’s Role in Leadership
4) 3 Psychological Realms
5) Final Plan
 “Culture Issue”
● Full-control attitude (Cook,
2019, p. 103)
○ Managing style when in-person,
hybrid, or remote
How someone’s upbringing plays
● Fluidity & flexibility
a role in their leadership
● Questions…
capability
○ Positive Questions
○ Negative Questions
 Traditional Leaders vs. Innovative Leaders
● Mindset of individuality ● Self Efficacy Theory
● May promote competition in an unhealthy ○ Behavior, environment, & cognitive factors
manner (Staples et. al., 1999, p.756)
○ Knowing your team
● Micro-manage
○ Need for control
● Efficient work style
● Employee vs. Higher-up ● Understands the drawbacks of
● “This is how we did it” attitude (Cook, 2019, working/learning remotely
○ How to combat _______ problems
p. 103)
■ Social
○ Change
■ Physical
○ Resentful of tech
■ Mental
○ Stuck in the past
● Attempts to understand new technology in
the field
Leadership Behavior
- Most successful leadership displays two
fields of support in a virtual environment
(Eichenauer et al., 2022.)
- Agentic behaviors via proper communication and
project coordination
- Communal Behaviors via providing emotional
support and sensitivity
- In virtual settings employees positively
perceive a greater feeling of delegation
(Stoker et al., 2020.)
- Results in a higher level of self declared
productivity and quality of deliverables
 3 Psychological Realms
Competence Relatability
Leaders who exhibit confidence in their Leaders who can facilitate professional
subordinates provide a greater feeling of relations in a team build community in a
trust in teams (Slade, 2015.) remote setting (Slade, 2015.)
Benefit: Bolsters employee confidence Benefit: Team bonding without the
physical presence of a team
Do: Provide positive feedback and build
up employees Do: Provide non-stressful unstructured
setting for teams to meet virtually (IE
Don’t: Remotely micromanage virtual happy hours)
Don’t: Limit communication to
structured meetings only
Competence + Relatability + Autonomy = A Healthy and Productive Remote Team
Autonomy
Leaders who provide more autonomy to
their virtual teams receive greater
productivity in result (Slade, 2015)
Benefit: Unlocks teams creativity
Do: Allow teams to work freely within
given parameters
Don’t: Set strict guidelines and operating
procedures
Plan for Remote Success in Innovation
Self Reflect on Reflect on your team Have leaders set
yourself as a leader of leaders affirming expectations

● What experiences ● What are their ● Are the set

inspired your expectations
behaviors to
leadership style? beyond
encourage their
● Traditional or capability?
teams?
Innovative? ● Can all levels of
Pre-COVID as ● Do they possess
the organization
well as in the the 3 Realms?
say they know
present. each other well?
References
Cook, S. (2019). Is remote working right for everyone? In making a success of managing and working remotely (pp. 100–103). IT
Governance Publishing. https://doi.org/10.2307/j.ctvkjb2pv.14

Eichenauer, C. J., Ryan, A. M., & Alanis, J. M. (2022). Leadership During Crisis: An Examination of Supervisory Leadership Behavior
and Gender During COVID-19. Journal of Leadership & Organizational Studies, 29(2), 190–207.
https://doi.org/10.1177/15480518211010761

Slade, A. (2015). The Psychology of Virtual Leadership. TD: Talent Development, 69(3), 12.

Staples, D. S., Hulland, J. S., & Higgins, C. A. (1999). A self-efficacy theory explanation for the management of remote workers in
virtual organizations. Organization science, 10(6), 758–776.

Stoker, J. I., Garretsen, H., & Lammers, J. (2022). Leading and Working From Home in Times of COVID-19: On the Perceived Changes
in Leadership Behaviors. Journal of Leadership & Organizational Studies, 29(2), 208–218. https://doi.org/10.1177/15480518211007452