The ongoing debate about remote work versus on-site work continues to dominate headlines, with some major employers recalling employees to the office while others maintain flexible arrangements. Steve Drohan, Vice President of Service Delivery for Nuspire recently completed a research study for his Doctorate of Technology degree at Purdue University entitled A Framework for Leading at a Distance.
Drohan sheds light on the critical leadership competencies necessary for managing geographically dispersed teams effectively. As organizations make strategic decisions about work arrangements, his findings offer valuable insights for those continuing to support remote work.
Building Communication and Trust with Remote Work Leadership
One of the key findings from research is the significance of consistent communication and trust-building when leading remote teams. Leaders who maintain regular, clear communication channels can reduce employee uncertainty and stress. This aligns with broader studies emphasizing how psychological safety and transparency influence team performance and morale in virtual environments.
The biology of behavior tell us trust-building can be explained through the role of oxytocin, often called the ‘bonding hormone.’ Positive interactions, frequent check-ins, and authentic communication can stimulate oxytocin release, fostering stronger connections even in virtual settings. However, remote communication often lacks the full range of non-verbal cues, making it harder for mirror neurons—neurons that help us understand and empathize with others’ emotions—to activate fully. Leaders can counter this by being intentional with video presence, vocal tone, and clear emotional expression during virtual meetings.
To foster trust, leaders need to go beyond task-focused updates. They should prioritize frequent check-ins, constructive feedback, and genuine interest in employee well-being. Companies such as GitLab have successfully implemented programs like “get-together grants” to encourage team members to meet in person periodically, even in fully remote setups.
A 2022 article, How Leaders Build Trust, emphasizes that trust is one of the most vital forms of leadership capital, especially in times of economic turbulence and global uncertainty. As employees increasingly look to their employers and business leaders as reliable sources of truth, the article underscores how critical it is for leaders to build trust through clear communication and setting expectations. Consistent check-ins and transparent feedback can help remote teams feel secure, engaged, and supported, contributing to better team performance and retention.
Supporting Employee Well-Being with Remote Work Leadership
The dissertation also highlights the importance of relationship-centered leadership for employee well-being. Employees working remotely often face challenges such as isolation, role ambiguity, and work-life balance issues. Drohan emphasizes the need for leaders to focus on relationship-building rather than mere task management.
From a biology of behavior perspective, chronic uncertainty in remote environments can trigger increased cortisol levels, the stress hormone linked to impaired decision-making and creativity.
Leaders can mitigate this by creating predictability in their interactions and offering emotional support. For remote teams to thrive, leaders should:
- Encourage personal check-ins beyond work updates.
- Offer flexible work arrangements to support diverse personal contexts.
- Model empathy and active listening in virtual interactions.
By reducing ambiguity and fostering emotional safety, leaders help regulate stress responses, which can lead to healthier, more engaged teams.
Rethinking Organizational Structures for Remote Work Leadership
Drohan’s framework underscores the need for organizations to revisit their structural design when supporting remote teams. Many companies were designed for in-office collaboration, and their policies, meeting structures, and feedback mechanisms reflect those origins. However, effective remote leadership requires intentional adjustments in several areas:
- Meeting Design: Shift from lengthy meetings to shorter, more focused virtual touch points to avoid cognitive overload, which can occur when the brain has to process excessive information without physical context.
- Goal Setting: Emphasize clarity in role expectations and deliverables to minimize decision fatigue and maintain focus.
- Performance Management: Incorporate outcome-based metrics rather than visibility-based assessments, reducing micromanagement tendencies that can disrupt psychological safety.
Leaders should also consider creating virtual spaces that mimic the informal interactions of physical offices, such as virtual coffee chats or casual Slack channels dedicated to non-work topics. These moments can trigger positive emotional responses, enhancing the release of neurotransmitters like dopamine, which reinforce motivation and collaboration.
Key Lessons for Remote Work Leadership
As many organizations push for a return to the office, Drohan’s findings highlight critical lessons for those considering hybrid or remote-first models:
- Transparency Matters: Clear policies around remote work expectations build trust and reduce uncertainty, helping to lower cortisol levels.
- Leadership Development is Key: Organizations should invest in leadership training that addresses virtual collaboration, including how biological responses influence team dynamics.
- Culture Must Evolve: A hybrid model requires cultural shifts, including valuing contributions equally regardless of physical presence.
Employers willing to adapt to these findings can build resilient, engaged teams while maintaining the flexibility modern workers value. With continued research like Drohan’s, organizations can make informed decisions on how to balance productivity, employee satisfaction, and strategic alignment in a post-pandemic work environment.
As the debate over remote work versus on-site work continues, the insights from Steve Drohan’s research underscore a critical point: leadership effectiveness is less about physical presence and more about the conditions leaders create for collaboration, trust, and performance. Whether teams operate in person or at a distance, the right climate—grounded in both behavior and biology—can foster success and resilience.