Abstract

The ongoing redefinition of teamwork has given rise to Hybrid Virtual Teams (HVTs), which blend in-office and remote work and challenge established notions of e-leadership. As HVTs possess distinct characteristics to virtual/traditional teams, we adopted a three-phase research design to examine leadership in this context. In Phase 1, survey data from 158 professionals revealed three types of HVTs: fixed, flexible, and total flexible. In Phase 2, we interviewed 20 HVT leaders to understand how leadership is exercised in the different HVT types, identifying a unique “adaptive” leadership style and four key responsibilities for HVT leaders: (a) fostering relational connections through purposeful face-to-face interactions; (b) building trust via intra-team and organizational visibility; (c) tailoring hybrid work practices to individual and team needs; and (d) leveraging digital technologies to sustain spontaneity and authenticity. Phase 3, currently underway, adopts a case study approach with a global financial organization to investigate Cultural Intelligence (CQ), a competence recognized in other team types, as a key factor in adapting leadership practices. This research aims to advance understanding of global collaboration by contributing to the literatures on hybrid work, virtual teams, leadership, and specifically e-leadership in HVTs.

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