LEADERSHIP IN FACE-TO-FACE AND VIRTUAL TEAMS: A SYSTEMATIC LITERATURE REVIEW ON HYBRID TEAMS MANAGEMENT

Abstract

Aim/Purpose The rise of virtual communication technologies and hybrid work contexts has brought significant changes to leadership dynamics, highlighting the need for effective management of teams operating in both face-to-face and virtual settings, known as hybrid teams. Background This systematic review examines leadership models utilized in face-to-face and virtual teams, factors contributing to leadership emergence in these contexts, and effective strategies for leading hybrid teams. Methodology In this study, three scientific databases were searched, resulting in the retrieval of 1, 707 studies. These studies were then subjected to a review process following the PRISMA guidelines, ultimately leading to the inclusion of 15 research contributions in the final review. Findings The findings emphasize three prominent leadership models – transformational leadership, leader-member exchange (LMX), and shared leadership – all of which play crucial roles in hybrid team settings. Personality factors drive leadership emergence in face-to-face settings, while virtual settings benefit more from task-related behaviors. Recommendations Given the results, key strategies for practitioners include the development of for Practitioners strong communication skills, providing constructive feedback, and implementing efficient remote management techniques. Recommendations This review informs researchers seeking to enhance leadership efficacy in mod-for Researchers ern group settings, aiding leaders in navigating the complexities of hybrid team environments.