Employee well-being in global virtual teams: Some leadership characteristics that make a difference

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Leaders boasting relevant e-competencies can help employees make a successful transition from conventional to more remote methods of working. This positive influence on global virtual teams (GVTs) can be increased further when such leaders also possess high levels of emotional intelligence.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2023), "Employee well-being in global virtual teams: Some leadership characteristics that make a difference", Human Resource Management International Digest, Vol. 31 No. 3, pp. 34-36. https://doi.org/10.1108/HRMID-02-2023-0037