LEADERSHIP STYLES AND REMOTE TEAM PRODUCTIVITY: A COMPARATIVE STUDY OF TECH AND NON-TECH FIRMS
Abstract
The rapid transition to remote work has fundamentally altered organizational dynamics, necessitating a reevaluation of leadership styles and their impact on team productivity. This study examines how transformational, transactional, servant, shared, and autonomous leadership styles influence remote team productivity in technology and non-technology firms. By comparing leadership adaptations across these sectors, the research identifies key factors that enhance virtual team performance, such as communication efficacy, emotional intelligence, and digital leadership competencies. Findings suggest that transformational and servant leadership styles are more effective in tech firms, promoting innovation and flexibility, whereas transactional leadership remains prevalent in non-tech firms, emphasizing structure and accountability. The study contributes to leadership theory and practice by offering sector-specific insights and recommendations for optimizing remote work outcomes.
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References
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