Virtual Leadership

Virtual Leadership: 5 Ways to Develop the Leadership Skill Virtually in 2022

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Virtual leadership skills are essential these days. If one supposes to work online and maintain a team, one needs to be well versed with virtual leadership. Besides, employees become more task-focused as informal encounters are completely eliminated during virtual interactions. However, one still needs to cope with factors such as communication issues, cultural barriers, and technological ambiguity, during virtual modes of communication.

In this blog, we will scrutinize different aspects of virtual leadership skills and how to adapt them in the best way possible.

What does Virtual Leadership Imply?

Virtual leadership is a style of leadership in which teams are managed within a remote working environment. Virtual leaders, like traditional leaders, are concerned with motivating people and aiding teams in meeting their goals, and thus, require different skill sets. Virtual leadership emphasizes constant communication, transparency, and responsibility in order to improve teamwork. To become well versed with virtual leadership, virtual leaders should remember to:

  • Use solutions like a Work Operating System (Work OS) to keep lines of communication open and communicate everything from status updates to digital assets with the team.
  • Be open about the company’s aims and expected achievements, as this can assist members to feel more invested in the work they’re doing.
  • Allow workers to have autonomy while yet holding them accountable for the work they do.

Different Lifestyles in Virtual Leadership

Leaders motivate teams and individuals to succeed. They employ their interpersonal and communication abilities to aid in the achievement of company objectives such as increasing sales, providing exceptional customer service, and increasing operational efficiencies. The following virtual leadership styles can help remote organizations ensure a productive workplace and help remote workers achieve their goals.

  • Leadership with participation: Employees are invited to contribute feedback on business choices by remote business managers who use a participatory leadership style. The democratic style of leadership, also known as participative leadership, involves people in goal-setting, decision-making, planning, and other corporate tasks.
  • Allowance for transformation: Leaders that are transformative have a strong sense of mission. They set the tone for companies that want to make a good difference. By leading an example, transformative leaders motivate others to take action. They use their charm to establish a culture of trust and innovation by setting a positive tone, encouraging buy-in.
  • Leadership as per situations: According to a situational leadership approach, no single leadership style is appropriate for every situation. It emphasizes adaptability, each scenario necessitates a unique leadership approach. This leadership style relies heavily on the capacity to adapt to different personalities. Flexibility, self-awareness, and sociability are all common characteristics.
  • Servant-leader leadership:  A servant leader promotes mutual respect, honesty, and teamwork while encouraging the growth, development, and well-being of the individuals they manage. Servant leaders use collective decision-making processes and invite team members’ involvement to make decisions. Collaboration, good listening, and a dedication to staff growth are common servant leader characteristics.

How to Enhance Efficiency of Virtual leadership skills?

These days, virtual leadership skills are in demand, and following a few simple steps can help your team perform better. Furthermore, the methods indicated below will undoubtedly provide the necessary guidance.

1. Delegate to give your team more power:

Sub Image of Virtual Leadership - Delegate to give your team more power

Accept that as a virtual leader, micromanagement is impossible. Delegate responsibilities to team members and give them the authority to oversee their own performance. According to studies, team leaders are afraid of being replaced and underestimate their teammates’ abilities to lead when necessary. This reduces the effectiveness of virtual teams. Delegation communicates your faith in team members’ abilities, which builds stronger bonds and inspires confidence.

2. Check-in, but don’t be overbearing:

Sub Image of Virtual Leadership - Check-in, but don't be overbearing

Members of your team need to know that you are concerned about their well-being and are there to assist them. Check-in on a frequent basis, and urge team members to keep everyone up to date on their activities and any obstacles they face. This creates an atmosphere of trust, dedication, and a strong sense of team identity. The idea is to convey that you want to help but isn’t in the business of micromanaging.

3. Concentrate on the outcomes rather than the process:

Sub Image of Virtual Leadership - Concentrate on the outcomes rather than the process

Aside from ethics and teamwork, evaluate employees based on the results of their job rather than how, when, and where they create them. Employees like the autonomy that working digitally affords since it allows them to better balance their personal and professional life. Trust your team to work in their chosen manner as long as the intended results are achieved. Employees should respond to the freedom you provide them with the accountability you demand.

4. Give individuals the liberty to talk up and criticize you (if necessary):

Sub Image - Give individuals the liberty to talk up and criticize you

Jordi Cruz, the world’s second-youngest Michelin-starred chef, is currently one of the highest chefs in the world. He stated that as a judge on the Spanish edition of MasterChef, an apprentice, Alberto, said to him, “Chef, may I tell you something?” you have been acting a bit silly lately.” Cruz was not pleased, but the remark caused him to reflect, “If this guy, who admires me, has ventured to mention this, then there must be a need. Besides, Cruz claims that taking decisions with team members and listening to them has assisted him to reach a recognizing position.”

5. Get rid of your need for control:

Sub Image  - Get rid of your need for control

Of course, none of these best practices can be implemented unless leaders give up their drive for power. Take time to contemplate if letting go is difficult. Why should employees be micromanaged and suffocated? Why do you continually check to see if your teammates are connected? (Yes, we’re referring to the green light in the chat that turns red during meetings and yellow when the subordinate walks away from the computer.) Employees can tell when their bosses are checking in out of the real concern and when they are using it as a control mechanism.

Leading Practically is Suitable for Leadership

Leading practically necessitates a warm hand rather than a firm fist. It is understandable that leaders who prefer daily face-to-face contact and all the monitoring and direction that entails missing the control they have given up.

These concerns, however, are unfounded, as research shows that employees may be just as productive (if not more) working remotely than in the office. There has been a significant shift in the working paradigm and those new seas are not going anywhere. It will be difficult to adjust to new work attitudes and dynamics. It will be gradual, but hopefully calculated, and carried out with empathy and respect makes it possible.

Also Read: Work From Home Reinventing 9 to 5 Jobs



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