Maintaining inclusive leadership in a virtual work environment

Abstract

Orientation: The outbreak of the coronavirus disease 2019 (COVID-19) pandemic has pushed companies to reconsider and change how they operate. This article explores how leaders maintain inclusive leadership in a virtual work environment, which promotes employee well-being and inclusivity.
Research purpose: There is minimal literature on how the COVID-19 pandemic has affected workplaces in how they operate. This study aims to explore how leaders maintain inclusive leadership in this new virtual work environment.
Motivation for the study: The effectiveness of a leader is enabled by their ability to influence their followers. The virtual work setup necessitates leaders to ensure the contribution of employees, and this can be achieved by an inclusive leader.
Research approach/design and method: A qualitative exploratory research method was followed. An inductive thematic analysis was conducted from semi-structured interviews. Fourteen middle- to senior-level managers from various financial institutions, insurance companies and government entities were interviewed.
Main findings: There is still a lack of trust by leaders, as they do not give staff freedom to fully make the decisions. Leaders are not adequately trained to adapt to managing virtual teams.
Practical/managerial implications: Leaders are expected to be the driving force of inclusive leadership, thereby contributing positively to employee well-being. Organisations need to fully equip managers by providing continuous training and development.
Contribution/value-add: Inclusion is a capability needed for leaders as they are expected to motivate employees in any organisation. Employees who feel included will positively contribute to the organisation, resulting in the organisation achieving their objectives.